Coaching as a form of personal development based on a non-directive principle is a highly effective tool for developing competencies, utilized by leaders, managers, and specialists.

FBE Coaching Reference:

Rebeka greatly helped me navigate through the immense chaos I was experiencing in fulfilling my work responsibilities. I felt that an internal change was happening within me, which was also affecting my work relationships, and I was struggling to fully grasp it.
During the coaching sessions, I organized these thoughts, understood my actions, and in the end, I felt a tremendous relief. I am the type of person who tends to blame myself for many things retrospectively. In the span of 90 minutes, we discussed many situations that had been bothering me for a long time.
It ``put me back in the saddle,`` and I was able to continue making decisions freely. What I greatly appreciate about Rebeka's approach is her ability to capture my thought processes. I felt very understood, and she dedicated herself to everything I brought to the table. I received several recommendations that I'm now trying to build upon further. Thank you 😊

Eva Zlámalová, Head of IT Support Team, Západoslovenská energetika, a.s., member of the E.ON Group

Integrative coaching, which we employ at FBE, combines an individual’s uniqueness with a solution-focused approach, thereby increasing the practical feasibility of achieving goals. FBE coaches have been successfully assisting leaders, managers, and employees for many years in advancing their desired competencies and fulfilling both their managerial and personal objectives.

Our coaches possess extensive experience and have undergone relevant coaching education (they are either members and certified coaches within ICF or SAKO, or have received other coaching-related training).

The topics we typically address with coaching:

  • Development of leadership and managerial skills and competencies.
  • Personal growth and development.
  • Achieving personal and company goals and enhancing personal performance.
  • Specific aspects of managerial style, team leadership, and subordinate management.
  • Effectiveness in relationships with colleagues.
  • Professional growth and preparation for managerial roles, adapting to new management positions.
  • Addressing specific managerial or work-related situations, etc.

FBE coaching approach

  • We employ a systemic and eclectic approach with the possibility of fine-tuning and adjustment to best meet the specific needs and goals of the client.
  • Systemic coaching is a non-directive approach that consistently works with the coach’s non-instructive reflections on the self-organization of the client.
  • The eclectic approach combines the benefits of various approaches and selects from them what is most beneficial for the client.
  • The coach maximizes the use of the client’s resources and potential towards achieving specific goals, while respecting the client needs and also considering the sponsor’s emphases.
  • The coaching approach can be complemented by a consultative dimension of developmental collaboration if deemed appropriate.

Individual Coaching

The emphasis is placed on the coachee seeking their own solutions, derived from their original sources (differentiating from expert advice). The coach guides the coachee in exploring their own approaches and serves as a partner in choosing the most effective methods towards the goal. It involves a constructive conversation focused on personal development and enhancing the coachee’s competencies and performance. The process involves taking ownership of activating one’s own resources and making proactive choices for the next steps in the chosen direction.

The process unfolds according to the coachee’s needs and leads to continuous and effective enhancement and development of competencies, with the ongoing support of the coach in setting and achieving both professional and personal goals. The coach entrusts the coachee with the responsibility for goal-setting, exploring pathways towards them, and ultimately achieving desired outcomes. The coach’s primary tools consist of constructive questioning, creative reflections, and engaging with tasks from third parties (inspirational challenges that push beyond perceived limits of one’s capabilities).

Our lecturer during individual coaching

Key benefits of individual coaching:

  • It enables a personal approach focused on the individual needs of the coachee.
  • It ensures the process of change also at the level of attitudes and beliefs.
  • It provides the coachee with a partner who supports him in finding his own resources.
  • It enables development even in areas or topics that can only be opened and solved individually.

The length of the coaching cycle

  • The coaching cycle typically includes 6 to 8 coaching sessions with a subsequent evaluation of progress.
  • Each coaching session usually lasts around 90 minutes.
  • The recommended frequency of meetings is once every 3 to 4 weeks.
  • After completing a coaching cycle, the coaching relationship can continue with new assignments and updated goals.

Group coaching

Another form of coaching we offer is group coaching. It is used when multiple participants have similar or common developmental themes and goals. Despite being a group format, each participant primarily focuses on formulating and achieving their own individual goals and progress, all aligned towards a shared objective. The size of the group for this type of coaching typically ranges from 2 to a maximum of 6 to 8 individuals. With a larger group, there might not be enough time for each participant to receive specific guidance towards their individual goals.

The main principle of group coaching is that the coach alternately engages in dialogue with one participant at a time, while the others do not enter into dialogue unless prompted, instead focusing on listening. The role of each participant when one of them is seeking their own solution is to work on their own progress and be inspired by the person speaking at the moment. They can draw a lot from what they hear for their own individual topics.

Our lecturer during group coaching

Key benefits of group coaching:

  • It saves time, it is more efficient than if the coach had to have a series of individual sessions with each member separately.
  • Each participant gets an individual space.
  • Surprisingly strong synergistic effects arise between the participants.
  • The group enriches each other.

The length of the coaching cycle

  • With 2 or 3 participants, the length of the meeting ranges from at least 3 hours.
  • With a group of 6 to 8 members, group coaching can last up to 2 days.


How to find out individual areas of employee development? What if I have people on my team who each need something different?

An effective way is to observe performance at work. Shadowing is the observation of a worker or workers performing their work in a real environment, it focuses on a specific area according to the client’s needs, and it includes developmental feedback. It takes place in a non-directive, coaching manner.

“Shadowing: seeing performance in action”

Sometimes the participants have a lot of questions about their own situations and there is not always an opportunity to go through and discuss each of them in detail at the training. The solution is shadowing, where the coach devotes a predetermined amount of time to specific individuals. They can benefit from individual attention and get the most for their practice.

The coach provides the employee not only with feedback but also with recommendations on what to do to improve their performance or skills. Similarly, the coach can introduce suitable techniques or principles to the participant and directly try them out in a simulated situation. At the end of shadowing, with the coach’s assistance, the employee sets their individual developmental SMART goals to work on.

``We have been collaborating with FBE on the development of our procurement team for many years. The programs are always tailored to our specific needs and deliver clear results in practice. The development also included preparations for specific important negotiations with suppliers and subsequent shadowing directly during real negotiations, which helped achieve the set negotiation goals. I appreciate the high professionalism of the trainers and their ability to focus on outcomes that continuously push our employees further. I highly recommend FBE.``

Ing. Marianna Štrbíková, HR Generalist, BILLA s.r.o.

We can shadow one employee for a full day or half a day, or gradually shadow multiple employees within one day (we recommend a maximum of four). Everything depends on the client’s needs.

Topics that we can solve with the help of shadowing

  • Business skills
  • Managerial skills
  • Customer orientation (personal, telephone, or email contact with customers)
  • Communication skills
  • Improving work performance
  • Addressing specific areas based on the client’s request

Process of Shadowing

A phone call before the meeting or an initial interview

  • We will talk together about the goals and the shadowing process

The shadowing itself

  • We define the course, rules and goals of shadowing with coaching feedback
  • We discuss the fulfillment of development goals
  • We will talk about preparation (e.g. before a business negotiation, telephone conversation, meeting, etc.)
  • We observe the worker at real work and subsequently provide feedback (enriched with the coach’s recommendations)
  • At the end of shadowing, we evaluate the observed activities and set personal development goals

If we shadow several participants within one day, we repeat the whole process.


  • We will prepare a report on the shadowing
  • You will gain insight into the participant’s actual performance
  • Joint analysis and individual recommendations for practical improvements for the participant

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