The Turning Point: How Executive Coaching Redefined My Leadership
Interview Thomas Kattau, Senior Executive
I am Thomas Kattau. I have worked for many years as a senior executive in a large international organisation. Prior to that, I was a partner in a legal firm, practising law, and served as an international transition consultant on social and economic affairs. I have also held teaching appointments at various universities across Europe and the United States.
What were the reasons why you decided to work with a coach?
There are moments in your career when you feel unshakable. As a seasoned executive, you believe you have seen it all, handled it all, and that nothing can shake your ground. That confidence becomes part of your identity until, unexpectedly, it doesn’t hold anymore.
For me, that moment came abruptly, in the wake of a leadership decision that I had not anticipated. I began to feel a loss of control. The ground beneath me, once so stable, seemed to shift. My decisions, instead of driving progress, started to feel counterproductive. My reactions grew sharper, more aggressive. And at some point, I had to admit to myself: I no longer see a clear way forward.
That realisation was difficult, but it was also decisive. It was the moment I understood that I needed support.
Fortunately, the organisation I was part of offered an internal coaching program led by Elena. I had the opportunity to be among the first executives to participate. Still, I approached it with scepticism. When you’ve been in leadership for a long time, it’s easy to believe that no one can truly understand your perspective or the complexity of your role.
What changed my view was Elena herself. She brought a background that closely mirrored my own: deep managerial experience, an understanding of organisational culture, and firsthand knowledge of the challenges that come with leadership. An executive coach appeared to me like a peer who I was ready to submit to. That made all the difference. It allowed me to trust the process, to open up, and ultimately, to engage fully in the coaching journey. That is how I came to work with Elena as my executive coach.
Do you remember how the coaching process was structured?
When I agreed to engage in coaching, I was both curious and, at the same time, quite sceptical in observing how it would actually work. After all, as a senior executive, you tend to believe you already understand communication, leadership, and how to engage with people. So I was pleasantly surprised by how the process unfolded.
I must admit that, at first, I assumed coaching would be similar to mentoring or training: someone telling you how to perform better or how to solve your problems. But I quickly came to understand, in a very subtle way, that coaching is fundamentally different. The focus is entirely on you. It challenges you to recognise your own potential, to understand the underlying reasons behind the issues you are facing, and from there, to develop your own path, not only forward, but also inward.
What impact did this experience have on your professional life?
It had a profound impact. From the very beginning of the coaching process, I sensed that things would not be the same as before. And in fact, they became significantly better. Concretely, I found myself much better equipped to handle unexpected conflict situations, particularly interpersonal tensions. I was able to improve the way I communicated and engaged with staff and colleagues. This was especially important because, prior to coaching, I had not fully recognised that there was room for improvement on my side. In a large organisation, everything ultimately revolves around people. Success and productivity depend on the quality of human interactions, and these are critical competencies. When there are shortcomings in this area, the effects are immediately felt across the system. Coaching helped me address exactly that.
At the same time, I came to realise that executive coaching goes far beyond developing professional skills. It is a deeply transformative process. While I certainly became more effective in my role, I also felt that the experience changed me on a more personal level. It made me, in many ways, a better person.
What changes have you noticed in your private life?
When an experience is as fundamental as this, its impact naturally extends beyond the professional sphere into all areas of life. As I mentioned before, it transforms you as a person. It elevates your perspective and brings about a sense of renewal.
I noticed that I became more attentive in my private life, particularly in situations that could lead to conflict. I was better able to listen—truly listen—to the people around me, rather than simply speaking at them. That shift made a meaningful difference.
As a result, I would say that my private life became richer, more balanced, and ultimately brighter.
If you were to recommend executive coaching to other executives, why would you recommend it?
I strongly recommend executive coaching because it is a process specifically tailored to the realities, responsibilities, and perspectives of those in executive roles. It requires a thorough understanding of how organisations function, particularly in an international context, where cultural and hierarchical dynamics play a critical role in shaping both challenges and solutions.
From my experience, it is essential to work with a coach who not only holds the appropriate professional qualifications, but also brings a relevant personal and professional background and professional experiences. Someone who has engaged in similar managerial and executive responsibilities. In that sense, the coach becomes more than an external advisor; they are a peer. And it is precisely this peer-level connection that builds trust and confidence in the process, making it truly effective.
If you were to summarise your recommendation in three short sentences, what would you say?
- Executive coaching helps you stand on firmer ground while broadening your perspective.
- It enables to grow your personality and elevate your standing.
- It strengthens your connection with others and helps you build a more meaningful and effective leadership presence.
One of the most important lessons from this experience is that we often believe we must manage everything on our own. In senior roles, there is an expectation, both internal and external, that we should have all the answers. As a result, seeking outside support can feel like a sign of weakness.
In reality, the opposite is true. Recognising the need for support and being willing to seek it out is a source of strength and a defining element of effective leadership!
