Olaf Hinz
Hamburg
I am coaching experienced leaders, leadership teams as well as project managers and their teams who want to be effective beyond tools and checklists.
As a self-confessed Hanseatic, I guide my clients and their organisations through uncharted and troubled waters and support them in fulfilling their tasks with nautical composure.
Before becoming self-employed, I worked, as the office manager of Peer Steinbrück, then Minister of Economics ...
... read more
As a self-confessed Hanseatic, I guide my clients and their organisations through uncharted and troubled waters and support them in fulfilling their tasks with nautical composure.
Before becoming self-employed, I worked, as the office manager of Peer Steinbrück, then Minister of Economics ...
... read more
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year of birth
1968
Coaching since
01/2002
Completion year of coaching training
01/1999
coached by training provider
Simon, Weber and Friends GmbH
communication types
presence, by phone / over the phone, video, chat
native language(s)
coaching languages
Hinz. wirkt!
Poststraße 33
20354 Hamburg
Published coaching articles
Erschienen im Coaching-Magazin
Coaching im System Projekt
Da kommt etwas unter der Wasserlinie angefahren und ist zunächst unsichtbar. Irgendwann taucht es auf – unvermittelt steht...
Erschienen im Coaching-Magazin
Wirksames Business-Coaching ist nicht kontextblind
Eine Replik auf den Beitrag "Relationales Coaching" von Sonja Radatz.
Overview
professional experience
I have been working as an organisational consultant and business coach for over 20 years. First as the Hamburg branch manager of Strametz & Partner, an HR management consultancy, then as a partner of HRD- Hamburg: organisational consulting, coaching and training and now for many years as the owner of Hinz.wirkt!
Prior to my consulting and coaching activities, I worked as the office manager of Peer Steinbrück, then Minister of Economics in Schleswig-Holstein, and as the HR manager/project financier of LB Kiel, to name just a few.
Prior to my consulting and coaching activities, I worked as the office manager of Peer Steinbrück, then Minister of Economics in Schleswig-Holstein, and as the HR manager/project financier of LB Kiel, to name just a few.
leadership experience
Head of the Minister's Office of Peer Steinbrück
Hamburg Branch Manager of Strametz & Partner
HR Manager
Numerous project management positions (5- 60 employees) in organisational projects, public private partnership projects and plant construction (in duo with technical project management)
Hamburg Branch Manager of Strametz & Partner
HR Manager
Numerous project management positions (5- 60 employees) in organisational projects, public private partnership projects and plant construction (in duo with technical project management)
top focus
- Agile Transformation
- Change-Management
- leadership consulting
- project management
- top management consultancy
focus
- promotion / change of job
- Change-Management
- leadership consulting
- Digitale Transformation
- Personality & Potential
- merger / acquisition
- career counseling
- conflict / crisis management
- project management
- social competence improvement
- team development
- top management consultancy
communication types
- presence
- by phone / over the phone
- video
- chat
self description
I am coaching experienced leaders, leadership teams as well as project managers and their teams who want to be effective beyond tools and checklists.
As a self-confessed Hanseatic, I guide my clients and their organisations through uncharted and troubled waters and support them in fulfilling their tasks with nautical composure.
Before becoming self-employed, I worked, as the office manager of Peer Steinbrück, then Minister of Economics in Schleswig-Holstein, as a branch manager of an HR consultancy and as a human resources manager/project financier for LB Kiel...
Typical topics of my clients are
- Leadership in the Project System
- Leading in change and dynamics
- Sailing on sight under increasing uncertainty and complexity
- Equal-ranking leadership teams: leadership distributed over several shoulders
- Whoever does not make politics, is made politics with: micro-politics, power and resistance
- robust management of team and group dynamics
- Stakeholder and environment management
- Managing a complex project
- Lateral and agile leadership
As a self-confessed Hanseatic, I guide my clients and their organisations through uncharted and troubled waters and support them in fulfilling their tasks with nautical composure.
Before becoming self-employed, I worked, as the office manager of Peer Steinbrück, then Minister of Economics in Schleswig-Holstein, as a branch manager of an HR consultancy and as a human resources manager/project financier for LB Kiel...
Typical topics of my clients are
- Leadership in the Project System
- Leading in change and dynamics
- Sailing on sight under increasing uncertainty and complexity
- Equal-ranking leadership teams: leadership distributed over several shoulders
- Whoever does not make politics, is made politics with: micro-politics, power and resistance
- robust management of team and group dynamics
- Stakeholder and environment management
- Managing a complex project
- Lateral and agile leadership
philosophy
The core of good consulting is the understanding that
no consultant knows enough about the context to give
specific advice.
A good consultant can address specific things. What he
says is always wrong in some way. But it should be at least so
wrong that it makes a manager to think again about what he is actually doing.
James G. March
no consultant knows enough about the context to give
specific advice.
A good consultant can address specific things. What he
says is always wrong in some way. But it should be at least so
wrong that it makes a manager to think again about what he is actually doing.
James G. March
Offer
offer
The focus of my mandates, which I also carry out in German, are in the areas of
, are in the areas of
- Leading in dynamic/ uncertain environments- micropolitics, power and resistance
- robust handling of team and group dynamics
- leading a complex change processes
- micropolitics, power and resistance
- robust handling of team and group dynamics
- leading ia complex changes processes
- gaining role clarity and sharpening leadership style
- Leading challenging projects and programs
Coaching represents about 30-50% of my total projects.
I want to maintain this, because I am just as good and happy doing
organizational consulting and leadership team development - and my
coaching clients benefit from it very much.
, are in the areas of
- Leading in dynamic/ uncertain environments- micropolitics, power and resistance
- robust handling of team and group dynamics
- leading a complex change processes
- micropolitics, power and resistance
- robust handling of team and group dynamics
- leading ia complex changes processes
- gaining role clarity and sharpening leadership style
- Leading challenging projects and programs
Coaching represents about 30-50% of my total projects.
I want to maintain this, because I am just as good and happy doing
organizational consulting and leadership team development - and my
coaching clients benefit from it very much.
target audience
- Executives
- management teams
- Project managers and their teams
- Change agents and agile coaches
- management teams
- Project managers and their teams
- Change agents and agile coaches
methods
Four principles characterise my work:
"Who acts, acts".
The aim of the joint work is to expand the the client's competence to act. This includes both the the observation and description of concerns/situations situations as well as the derivation and evaluation of alternative courses of action. The method of counselling, coaching or training is of course always "help for self-help", but in those cases where I have expert knowledge at my disposal knowledge is available to me, I will of course actively as my proposed solution.
"Structure comes before psyche"
An important point in coaching and personal counselling is the work on (behavioural) alternatives in the client's context of the client's work. Nevertheless, we first look at the the context, the organisation and the structure in which the client formulates his or her concern.
When the effects of this "structure" on the client are known, we work on the "psychological level". Thus I ensure, among other things,
- that counselling, coaching and training always support in the area of professional performance and
- the effect of (organisational) structures on individual behaviour is present.
"Management is (not) a role play".
Anyone who takes on a function in an organisation, i.e. professional role, comes up against the contradiction between his or her personal standards and the the demands of the function.
Coaching is a good place to examine one's own attitude in issues such as
- How authentic can I be in my professional role?
- Which behavioural patterns that have been successful so far do I want to abandon?
- What is "typical" for me and how will the world around me understand this?
"If you don't do politics, politics will be done to you".
In the area of leadership or project management, it is not just about to select and to implement the right alternative in a binding manner, but also to structure the accompanying communication. Micropolitics is therefore addressed by me and, together with the client also translated into concrete steps.
The active involvement of "stakeholders" is therefore always the subject of my work with organisations, teams and organisations.
"Who acts, acts".
The aim of the joint work is to expand the the client's competence to act. This includes both the the observation and description of concerns/situations situations as well as the derivation and evaluation of alternative courses of action. The method of counselling, coaching or training is of course always "help for self-help", but in those cases where I have expert knowledge at my disposal knowledge is available to me, I will of course actively as my proposed solution.
"Structure comes before psyche"
An important point in coaching and personal counselling is the work on (behavioural) alternatives in the client's context of the client's work. Nevertheless, we first look at the the context, the organisation and the structure in which the client formulates his or her concern.
When the effects of this "structure" on the client are known, we work on the "psychological level". Thus I ensure, among other things,
- that counselling, coaching and training always support in the area of professional performance and
- the effect of (organisational) structures on individual behaviour is present.
"Management is (not) a role play".
Anyone who takes on a function in an organisation, i.e. professional role, comes up against the contradiction between his or her personal standards and the the demands of the function.
Coaching is a good place to examine one's own attitude in issues such as
- How authentic can I be in my professional role?
- Which behavioural patterns that have been successful so far do I want to abandon?
- What is "typical" for me and how will the world around me understand this?
"If you don't do politics, politics will be done to you".
In the area of leadership or project management, it is not just about to select and to implement the right alternative in a binding manner, but also to structure the accompanying communication. Micropolitics is therefore addressed by me and, together with the client also translated into concrete steps.
The active involvement of "stakeholders" is therefore always the subject of my work with organisations, teams and organisations.
process
For each coaching session we agree on an individual
coaching contract that describes the process. This usually follows
this "basic pattern":
Orientation meeting between the client and the Client
- Getting to know the client and his or her interests and knowledge.
- Obtain detailed information about the current problem and the objectives
- Clarify "rules" of cooperation and distribution of roles
afterwards:
- Written situation assessment by the coach & clarification for both sides whether a cooperation makes sense and is desired.
- Conclude the coaching contract
Coaching sessions
- in private or directly in/on the work process (e.g. team meetings)
- Define sub-goals
- Reflect on processes; analyse opportunities & risks
- Develop and try out solutions/ alternatives
- Plan medium-term actions/ transfer of learning
coaching contract that describes the process. This usually follows
this "basic pattern":
Orientation meeting between the client and the Client
- Getting to know the client and his or her interests and knowledge.
- Obtain detailed information about the current problem and the objectives
- Clarify "rules" of cooperation and distribution of roles
afterwards:
- Written situation assessment by the coach & clarification for both sides whether a cooperation makes sense and is desired.
- Conclude the coaching contract
Coaching sessions
- in private or directly in/on the work process (e.g. team meetings)
- Define sub-goals
- Reflect on processes; analyse opportunities & risks
- Develop and try out solutions/ alternatives
- Plan medium-term actions/ transfer of learning
areas of application
- Individual coaching
- Groups and team coaching
- Project coaching
- Conflict coaching
- Strategy coaching
- Business coaching
client positions
- Management Board
- Head of Department
- Team Management / Group Management
- Project Leadership
- Management Trainee
- Self-employment / Freelancer
- High Potentials
- Private Individual
regions
- Online
- Germany Austria Switzerland
experience with client company sizes
- 5-10 employee
- 11-20 employee
- 21-50 employee
- 51-100 employees
- 101-200 employee
- 201-500 employee
- 501-1000 employee
- 1001-2000 employee
- 2001-5001 employee
- 5001-10000 employee
- >10000 employee
own coaching rooms
yes
Skills
sectors
- Service
- Trade
- Industry
- Conglomerates
- Resources and Producers
- Non Profit Organizations
- Administration / Public Sector / Authorities
- Further education
- Automotive Supply
- Bank / Finance and Accounting
- Construction Industry / Supply Industry
- Chemistry
- Consulting
- E-commerce
- Energy supply
- Research / University / Science
- Hightech
- IT / EDP
- Consumer product / Food / Luxury food
- Consumer product (non-food)
- Aviation supply
- Mechanical engineering
- Media / Internet
- Telecommunications / Post
- Tourism / Travel
- Traffic / Transport / Logistics
- Sales department
- Insurance
- Real Estate
- Internet portal / Online stores
- Marketing / Advertisment
- Metal / Steel
- Fashion / Accessoires / Watches
- Furniture / Textile / Interior design
- Personnel / Administration
- Lawyers
publications
Der Projekt-Kapitän: Mit seemännischer Gelassenheit Projekte zum Erfolg führen
Erfolgreiches Projektmanagement benötigt mehr als herkömmliche Werkzeuge, Checklisten und Tools. Ein Projektleiter braucht die Haltung eines versierten Kapitäns, der konzentriert, hellwach und mit der gebotenen Gelassenheit die Lage an Bord im Griff hat.
ISBN10: 3658014504
ISBN13: 978-3658014506
Das Führungsteam
Einsame Helden in den Chefetagen – das ist weder zeitgemäß noch erfolgversprechend, denn die Themen sind zu vielfältig, die Fragestellungen zu komplex und die zu treffenden Entscheidungen zu zahlreich. Führungsteams sind auf dem Vormarsch – und sie sind n
ISBN10: 365803890X
ISBN13: 978-3658038908
Segeln auf Sicht: Das Führungshandbuch für ungewisse Zeiten
Mit 11 Konzepten hilft Ihnen dieses Handbuch, Ihr Führungsrepertoire zu erweitern und bewährte Tools zu ergänzen, um im Führungsalltag zu bestehen. In einer komplexen Welt kann es kein neues, einziges und überragendes Führungsparadigma mehr geben: Es geht
ISBN10: 3658058366
ISBN13: 978-3658058364
#PM 2025 – Projekte. Gut. Machen.: 7 Thesen zur Zukunft der Projektarbeit
Olaf Hinz und Heiko Bartlog laden uns mit dieser Publikation ein, Projektmanagement neu zu denken. Aus dem Bewusstsein her aus, was gutes und richtiges Projektmanagement in der alten Welt bedeutet hat und was es in der neuen Welt bedeuten könnte. Ich verw
ISBN10: 3981991710
ISBN13: 978-3981991710
Change Maker - Wirksame Veränderungen unter maximaler Unsicherheit
Change funktioniert. Dass 80% der Veränderungsprojekte scheitern und nur 20% gelingen, stimmt nicht. Was nicht funktioniert, ist Change-Theater. Wirksame Veränderungen müssen klug sein. Denn gerade wenn es um Veränderung geht, sind Akzeptanz und Ankopplu
ISBN13: 978-3-8006-6239-5
Der Lotsenblog
Beobachtungen eines Hamburger Lotsens für Organisationen, Führungskräfte und Projektleiter
testimonials
and the results of my regular coaching evaluation by Humboldt University Berlin can be found on my homepage at https://www.hinz-wirkt.de/kunden.
Documents
Unsere Lotsendienste
Produkte & Dienstleistungen
Coaching Evaluation 2022
Evaluation für den Coach Olaf Hinz
Coaching in Change Prozessen
Fachartikel
Führung unter Unsicherheit
Fachartikel
Coaching im Projekt
Fachartikel
Projektmanagmenz jenseits der Planwirtschaft
Fachartikel
Kollegiale Praxisberatung
Fachartikel
Management des Ungewissen
Fachartikel