THE MORE LEADERSHIP DEMANDS, THE MORE IT MATTERS HOW YOU FUNCTION
Executive coaching for leaders who want to develop their capacity, have greater impact, and stand steadier in the responsibility they carry — or are moving toward.
Some come to me when they want to take the next step. Others when something feels off. Often, a lot is already working well. It's about understanding what needs to develop in order to lead with greater confidence, decisiveness, and self-trust.
HOW YOU FUNCTION BECOMES PART OF HOW THE ORGANIZATION FUNCTIONS
What happens in a leader rarely stays in the leader.
A leader's confidence in their own judgment affects how decisions are made, how responsibility is shared, and how much room others have to grow. A CEO's need for control, for example, can affect how much real authority others actually have.
I work deeply with the person. Companies hire me because how a person functions has organizational consequences.
At the executive level, there's often extensive experience and well-developed leadership to build on. The question is what is relevant to develop — based on you, the role, and the responsibility you carry, or are moving toward.
Coaching can be about growing into greater responsibility, having greater impact in an already demanding role, or changing aspects of your own leadership that aren't working as well as you'd like.
The work starts with you and the reality you're in. It can be about how you make decisions and handle relationships, how you lead through others, stand steadier under pressure, or create room for others to take on greater responsibility.
The goal isn't to shape you into a particular idea of what a leader should be. It's to develop leadership that works better for you, the task, and the organization.
HOW I WORK
10,000 coaching hours and over 1,000 satisfied clients
The work starts with what you want to develop and the reality your leadership needs to work in. From there, I assess what's relevant to work on and I'm clear about what I can actually contribute.
The work doesn't stop at what's visible. I also try to understand what's behind a behavior or a reaction and why you function the way you do in that particular situation. That makes it possible to work with change at a deeper level.
Much of the development happens between sessions, in the situations where you're actually leading. You get concrete tasks to work on in everyday life and the opportunity to try different ways of acting. What happens becomes part of the next session, where I help you understand what worked, what was difficult, and what you need to keep working on.
A coaching engagement usually runs for six or twelve months, with 90-minute sessions. When the organization is involved, what the coaching is meant to contribute to can be agreed on together. The content of the sessions is confidential.
When the engagement ends, it becomes clear what shift has taken place and what you take away from the work. You define for yourself what you want to continue developing over the coming year.
NICLAS
CHRISTENSEN
Business & Executive coach | Coach & develop leaders and managers
I've been working with executive coaching and leadership development for over 20 years and have met people in many different kinds of leadership situations. Over the years, I've worked with senior leaders, entrepreneurs, and managers at different levels across both the private and public sectors.
What has always interested me most is the person behind the role — how relationships, responsibility, and situations where a great deal is at stake shape the way someone leads and interacts with others. One thing I hear repeatedly is that I'm able to understand a person deeply while also seeing what actually creates value in the organization. To me, those two things are closely connected.
I try to create conversations where it's possible to be honest, even about things that can be difficult to talk about, without it becoming heavy or about saving face. There's seriousness and depth in the work, but also energy, warmth, and room for humor.
WAYS INTO THE WORK
Most people who come to Adductum face some kind of challenge. Often it is clearly defined right from the start, but sometimes the client just feels that it is rubbing but does not know what is rubbing. Then we define the challenges together during the journey. Here are some examples of challenges:
Greater responsibility awaits
A promotion, a succession track, or a broader mandate may be ahead — a responsibility that isn't quite yours yet, but soon will be. With greater responsibility, what will be required of you changes too.
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