Rolf Pfeiffer, Managing Partner, Bernotat & CIE, Executive & Team Mentoring
Rolf Pfeiffer is the managing partner of Bernotat and Cie, based in Germany. He is also a part of executive and team mentoring.
Coaching, as we know, is quite popular in today’s management world. However, what is important to understand is the different kinds of coaching and their individual needs and benefits for an organization.
Executive coaching is important for leadership roles and people in executive positions to tap their potential for better results and efficiency. Today, we discuss the meaning and importance of the same.
About Rolf Pfeiffer
Rolf Pfeiffer is the managing partner of Bernotat and Cie, based in Germany. He is also a part of executive and team mentoring. Today, he discusses the meaning and importance of executive coaching and mentoring.
Rolf talks about his interest in executive coaching, which developed as he saw its benefits in his previous workplace. He explains the meaning of executive coaching, which is an attempt of helping individuals with their responsibilities. He defines it as, “A process that helps someone to fulfil their true potential, to grow and have more effectiveness.”
Coaching Vs. Mentoring
Rolf talks about the difference between coaching and mentoring by giving an analogy of tennis. He explains, “A coach can identify and awaken potential, however they may not have experienced themselves sitting on those chairs. Mentors have been in those roles and have faster access to questions that really matter.”
He also talks about the importance of team coaching and mentoring, as the organization today are led by teams. He says, “The idea is to focus on working with the entire team and help the entire team collectively to become stronger players.”
Food for Thought
Rolf shares his views on the impact of culture, explaining how it is determined by the way we digest information and communicate.
He further shares his view on preparing to coach millennials and Gen Zs in leadership roles. Rolf shares that the impact of younger leaders differs in different industries.
He ends the conversation by asking the younger people to find their passion and be open to always learning and being curious.
Rolf started out in the consulting world for almost 10 years, with progressive responsibilities, including an associate partner-level role as one of 12 regional HRDs globally for Accenture.
He then moved into the pharma/biotech industry to support a tricky post- merger-integration and was on his way to global executive roles when a management appraisal helped him to uncover what he really wanted to focus on: executive development.
Upon completing coaching training, he started out with two colleagues in 2006 to build an executive development firm that now enjoys a market-leading position in Germany.