Rolf Kreitel
Consultant · Trainer · Coach
Leadership • Ethics • Sustainability
Ethics isn’t extra. It’s the core.
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"Good teams become great ones when the members trust each other enough to surrender the Me for the We.”
Phil Jackson - legendary NBA coach and 11-time champion with the Bulls & Lakers
What coaching means to me
Coaching is not a template. It’s a relationship built on attention and courage. I attune to the person in front of me—observe, listen, and ask questions until a real picture of their personality, role, and context emerges. Then I give feedback that is sensitive and direct.
I design challenges, create a bit of productive friction, and turn insight into growth—always tailored to the person, the role, and the organization’s future needs.
How I work
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Observe & attune: read behavior, patterns, and context before prescribing
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Ask better questions: curiosity over quick answers
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Say it cleanly: honest feedback—clear, specific, respectful
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Create productive friction: stretch goals and real-world tests
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Translate to practice: development profiles and next steps that actually move the needle
Some Tools for Self-Management and Coaching
I. Managing Impulsive Reactions - The Responsibility Process
The Responsibility Process®
Developed and trademarked by Christopher Avery, Ph.D.
Referenced here for educational and explanatory purposes.
When things go wrong...
Whenever we face problems, mistakes, or setbacks, our first reactions are rarely rational. Something breaks, a deadline is missed, feedback hurts — and our mind goes into defense mode.
We don’t jump to responsibility—we fall through emotions first. Denial, blame, justify… then, if we’re awake, we climb.
Christopher Avery, Ph.D., mapped this pattern as The Responsibility Process®—a simple model that names the mind’s first moves under pressure (denial, lay blame, justify, shame, obligation) and the deliberate shift to responsibility. It gives us neutral language for what we feel and a clear staircase out.
Why it matters
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In self-coaching: you learn to notice the stage you’re in, wedge awareness between perception and reaction, and move yourself up the ladder.
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In leadership: you help others see the same pattern without moral judgment. You give them language for what’s happening and a way forward—toward real ownership.
It’s simple, it’s human, and once you see it, you can’t unsee it.
Denial
(pretending there’s no problem)
“I didn’t get the email.”
“I never heard about that deadline.”
“That rule doesn’t apply to me.”
Lay Blame (pointing the finger)
“I’m late because traffic was terrible.”
“The network broke again—it’s IT’s fault.”
“We missed the target because these new guys didn’t deliver.”
Justify (explaining it away)
“Everyone was late, not just me.”
“Of course sales are down, the economy is bad.”
“I couldn’t finish—the target was unrealistic anyway.”
Shame (turning it against oneself)
“I’m just not smart enough for this.”
“I always mess things up.”
“I’ll never be as good as the others.”
Obligation (acting without ownership)
“I have to attend this meeting, it’s required.”
“I can’t say no—my boss expects it.”
“I should be more disciplined, but…”
Responsibility (choosing ownership)
“Yes, I was late. Next time I’ll leave earlier.”
“I didn’t hit the target—I’ll review my process and adjust.”
“I need support on this skill, so I’ll ask for coaching.”
Shame
(turning it against oneself)
“I’m just not smart enough for this.”
“I always mess things up.”
“I’ll never be as good as the others.”
Obligation
(acting without ownership)
“I have to do what I have to do.”
“I can’t say no—my boss expects it.”
“I should be more disciplined, but…”
Responsibility
(choosing ownership)
“Yes, I was late. Next time I’ll leave earlier.”
“I didn’t hit the target—I’ll review my process and adjust.”
“I need support on this skill, so I’ll ask for coaching.”
Justify
(explaining it away)
“Everyone was late, not just me.”
“Of course sales are down, the economy is bad.”
“I couldn’t finish—the target was unrealistic anyway.”
Lay Blame
(pointing the finger)
“I’m late because traffic was terrible.”
“The network broke again—it’s IT’s fault.”
“We missed the target because these new guys didn’t deliver.”
Denial
(pretending there’s no problem)
“I didn’t get the email.”
“I never heard about that deadline.”
“That rule doesn’t apply to me.”
II. The Quest of (Self)Motivation
Herzberg’s model has patina—and that’s exactly why it works. It cleanly separates what we constantly mix up in daily life: What truly motivates? And what merely prevents frustration?
Motivators pull you upward: meaning in the work, growth, responsibility, recognition.
Hygiene factors keep the baseline clean: pay, conditions, title, rules, security.
Hard truth, helpful insight: a company car, high salary, nice office, friendly colleagues—don’t motivate.
They matter, yes. But they’re hygiene. If they’re missing or feel unfair, they frustrate.
If they’re in place, the system is simply quiet.
For self-reflection and coaching, that means:
Hygiene: fix dysfunctions, pay fairly, clarify processes—stabilize the base.
Motivators: invest in meaning, autonomy, recognition, and growth—this is where energy emerges.
In short: first clean, then meaningful. If you want motivation, tend to hygiene—and then build the drive.
Reflection Questions
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How long does the effect of a pay raise last—days, weeks, months?
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What exactly do I enjoy about a new company car—status, comfort, symbol? And how fast does it normalize?
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What role do friendly colleagues play if the work itself doesn’t energize me?
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Where do I currently experience real motivators (meaning, responsibility, growth, recognition)?
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Which hygiene factors are below par (pay, tools, processes, security) and drain energy?
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If I could improve one thing today: fix a hygiene issue or strengthen a motivator—what would it be?
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How do I notice I’m confusing motivation (“more money will solve it”) with a need for meaning/autonomy?
The Approach
Observe & Distill (diagnostic level)
I see what others overlook.
I analyze body language, decision-making behavior, and implicit patterns.
Anthropological and psychological perspectives enable me to distill complex observations into clear, actionable leadership profiles.
Almost like a leadership lab: precise, evidence-based, effective.
USP: Coaching by clarity — not by empathy.
Feedback & Development Reports
(learning-oriented level)
Feedback is not a ritual — it’s a tool.
I apply the SBI model (Situation – Behavior – Impact) to deliver feedback that is precise, actionable, and measurable.
My development reports are to the point:
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clear strengths,
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clear gaps,
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concrete recommendations.
USP: Measurable development impulses instead of generic advice.
Strategic Integration into Talent Management (organizational level)
Coaching should never stand in isolation.
I position individual talents within the broader context of role, team, and organization.
My 360° feedback framework and management type profiling provide HR, C-level executives, and talent boards with relevant, actionable insights.
The result: strategic intelligence for organizational design and decision-making.
USP: Coaching that scales — from individual growth to organizational strategy.