The Emergency Department of a major Hamburg hospital faced critical challenges with rising staff absences and mounting workplace tension due to psychological stress. After conducting a psychosocial risk assessment, we collaborated with frontline staff to identify and eliminate key stressors and inefficiencies in their daily operations.

We implemented a three-pronged approach: Targeted leadership coaching helped department heads address attendance issues constructively. We tackled interdisciplinary tensions through structured team supervision sessions, bringing together doctors, nurses, and support staff to bridge communication gaps. Staff members were also provided access to our Employee Assistance Program (EAP) for confidential support during high-stress situations.

Results: Within 6 months, the department reported lower absence rates, enhanced team cohesion, and stronger cross-functional collaboration.

When a key project was delayed indefinitely at a tech startup, the team’s morale plummeted. Team members, who had invested significant time and energy, struggled with anger, disappointment, and fear that their efforts had been in vain. Internal blame threatened the team’s unity, and the leaders recognized the need for support to help the team process the setback.

We partnered with the leaders to provide tools and strategies to guide the team through the emotional aftermath. Through leadership coaching, we helped them understand the psychological needs of their team members and create a safe space for open communication. We then facilitated a team workshop where leaders supported their team in voicing their feelings, moving beyond blame, and adopting a growth mindset. By reflecting on their progress and valuable learnings, the team regained a sense of achievement. The leaders fostered a renewed sense of purpose, trust, and motivation, which strengthened team cohesion moving forward.

Tensions between two department heads at a large Hamburg corporation had escalated, leading to a breakdown in communication and cooperation. Both parties felt misunderstood and frustrated. The HR Manager recognized that without intervention, the conflict would continue to impact team morale, productivity, and the work environment.

We facilitated a structured mediation process. Initial preparatory discussions with each party helped us understand the respective perspectives and get a sense for joint needs and targets. During the mediation, both leaders were supported in taking ownership for their needs and emotional responses, as well as expressing them constructively. Defensiveness diminished and the parties became increasingly curious about each other’s perspectives. Reflecting on the conflict’s impact on their departments, they identified areas for improvement and began rebuilding trust.

The outcome was a renewed working relationship, based on clearer communication, mutual respect, and collaboration. This not only resolved the immediate conflict but also provided tools for handling future disagreements constructively.

An employee at a Hamburg theater had undergone inpatient treatment for substance use disorder. After his discharge, we supported his reintegration into the workplace as BEM case managers.

His supervisor received leadership coaching and was trained in the HILFE concept. This helped her gain more confidence in dealing with employees facing psychological challenges. She was able to find a healthier balance between providing support and setting expectations. Additionally, we advised the steering group in revising the works council agreement for preventing risky consumption and managing substance use issues in the workplace, including the development of structured intervention guidelines.

Thanks to these measures, the employee was successfully reintegrated, and a sustainable support system was established for employees facing similar challenges.

In a rapidly growing company, the demands on the team increased, processes were changing, and there were many new faces in the team. Employees began reporting higher levels of stress and dissatisfaction. The manager wanted to help but was unsure: Did the team even want any support? And if so, which topics and formats would be most helpful?

We conducted a brief online need-analysis with the team. There was a clear desire for a workshop on resilience and change management, with a focus on practical exercises for stress management, mindfulness, and self-care. Additionally, team-building activities were requested. For individual concerns, employees preferred confidential psychological support through the EAP.

In the follow-up three months later, the feedback from the team was overwhelmingly positive. In particular, the opportunity to shape the program through the need-analysis and tailor it to the team’s needs was highly appreciated.