Coaching of Individual Executives

Strong, balanced leaders are fundamental to the success of organizations. Similarly, robust vivacity (mentally, emotionally, and physically) is core to an individual leader’s success – a kind of aliveness that has a powerful effect on his or her environment.

Systematically developing a company’s executive talent pool while maintaining the kind of strong individualization that individual coaching allows for, is a proven strategy for attaining leadership excellence in an organization.

Threefold Focus

Lauda’s threefold focus in our work with individual clients is on:

  • KEY RELATIONSHIPS    An innovative glance on relationships leads to  >> Re-defining of an ‘inner circle’ of focus for the 6-12 weeks to come   >> Implementing a promising, intelligent strategy how to – one by one – enhance all of them.
  • KEY CHALLENGES     Innovative perspectives for demanding issues at the core of an executive’s responsibilities – leading to solutions that promote advancement in both business and precious executive learning.
  • KEY VITALITY     Optimizing the essential interface between a leader’s mental, emotional and physical vitality; this together with building healthy energy reservoirs greatly bolsters an executive’s daily life and overall impact.

Lauda’s core competency here lies in enriching a person’s set of leadership qualities in ways perfectly attuned to his or her genuine individuality.

Here are some of the rather rare skills we utilize to maximize each individual client’s potential:

  • Understanding crucial details of the interaction between a leader’s mental, emotional and physical energy – and how that interplay can be significantly improved.
  • Knowing how agreeable authenticity can evolve while meeting ever new challenges in leadership – and guiding successful new perspectives in key moves as well as personal behavior/interaction in real-life circumstances.
  • Grasping a leader’s unique “growth dynamics” – his or her best personal route to leadership learning ‘on the go;’ and how to effectively continue on this journey.

Executive Boards and their Evolution

As one of the pioneers in management team coaching (starting in 1987), Lauda’s work is based on a wealth of know-how in live interventions with top teams.

Lauda sees the new realities of executive team life in a fast moving, predominantly global environment as making new, 2020’s requirements/paradigms highly recommendable whenever top teams decide to transitorily work with a team expert:

A) Expert’s ability for swift and precise attunement to a top group’s unique ‘personality;’ and of readily grasping their predominant chemistry and resulting, specific requirements.
B) Making sure individuals involved go through tangible and valuable (co-) learning experiences with longer term effects, rather than attaining only one-off improvements.
C) Team building activities should be largely integrated into the team members’ daily business life itself – since arguably it is business that matters most.
D) Emphasis on effectiveness of time investment, e.g. through minimizing off-sites whenever possible.
E) Even leaders with rather cautious/critical attitudes toward generic team building are usually keen to improve their own key relationships within the group. They are at least open/eager when offered innovative and individualized approaches to achieve exactly that.

Accelerated Co-Action

This Lauda process is a ‘relationship effectiveness’ exercise within a top group. The focus is on attaining definite progress toward the all important co-effectiveness factor. And on accelerating the development of three qualities that great leadership circles excel in:

  • UNIFIED INTELLECTS – an executive circle finds new ways for intelligently cohesive, genuine co-operation. In it improved pathways establish themselves for fusing decisive intellects effectively.
  • FOCUSED STAMINA – next, members of the executive circle add an element of strength (co-stamina) to their mental unity. Mutual support regains its positive momentum, and begins to pay dividends in terms of business (and, not entirely unimportant, in terms of fun).
  • DYNAMIC SPARK – a new level of shared spark turns ‘positively contagious’ beyond top management itself, directly impacting a larger pool of highly valuable contributors and talent. An agile and highly effective top circle convinces with its superior dynamics.

Examples of practical solutions for specific challenges

Lauda’s responsibility is finding viable solutions for specific challenges, such as:

  • New, corporate strategies require swift implementation through motivated business unit leaders and their teams. Yet internal resistance slows down progress dramatically.
  • Management teams that are complemented by new members need to generate highly productive cooperation without much trial and error. The goal is to swiftly affect other important tiers/layers in the organization (business units, key talent/individuals etc.).
  • A business unit has difficulties reaching its goals. Strength in realizing important market opportunities becomes even more paramount, so does executing measures and strategy supportive of revenue increase. Yet, dedication to internal affairs and some ‘political’ activities are big obstacles. Now the call of the hour is to bring fragmented performance dynamics toward a shared, strong forward movement – swiftly.
  • Capable leaders generate great success with their own teams of direct reports. Yet those teams have a hard time generating smooth intersections/overlaps with other essential corporate teams. A Company Is Team attitude is the objective – a real-life demeanor that reduces friction and strengthens effective cooperation among teams. Teams that is, which decide the organization’s business success.
  • Upper management layers need to be complemented by often rare, valuable talent. Yet, the current leadership culture doesn’t have what it takes to attract the best candidates. It becomes obvious that the logical starting point for top level talent attraction and retention is the existing management team.

Workshops with Coaching

The success of today’s leaders depends on how powerfully they can impact the performance of key employees and build strong relationships with e.g. peers and customers. Lauda’s exclusive Workshops with Coaching are designed to accelerate the development of these skills.

All workshops combine lively interaction and highly relevant information with an element of one-on-one coaching to build group dynamics and foster long-term individual learning success. The workshops are rooted in the findings of many years of corporate problem solving, individual and team coaching, as well as in “research dialogs” with outstanding executives.

Overview of workshop topics


  • The Spark of Leaders – How authentic vitality triggers productivity in others
  • Four Towers of Strength – Achieving sustainable drive and sharpening one’s authenticity
  • The Fire of Presentations – The art of giving presentations with winning emotion.


  • Energizing Teams for Impact & Innovation – The latest approach to building dynamic teams
  • Applied Conflict Wisdom – Capitalizing on the energy of friction
  • Dynamic Co-Leading – How dynamic and cohesive leadership circles positively impact their organization’s productivity.

Leadership Ethics in Tomorrow’s Generation

Tom Lauda has a strong personal commitment to how the next generation of leaders will develop. It is based on a heartfelt caring for preparing young people for future leadership responsibilities. All of Lauda’s activities at business schools internationally are rooted in this personal caring of Tom Lauda. His primary concern is facilitating an authentic, dynamic outlook on leadership that lets young potential leaders intelligently experiment with “leading others” and acquire advantageous skills.

Encouraging the development and enhancement of positive personal ethics is central – with both its mental and emotional components. Being in tune with the new generation’s unique spirit is important to Tom Lauda’s teaching. After all, it will be out of that very spirit that a new wave of capable and great leaders will arise. Tom Lauda’s refreshing style, candidness and unorthodox views have made him a favorite lecturer with many students.

Tom Lauda’s Teaching Activities

Dr. Lauda’s academic teaching record includes:

  • UCLA, University of California in Los Angeles, Anderson Business School
  • Case Western Reserve University, Weatherhead School of Management
  • Fordham University, Graduate School of Business Administration
  • Vienna University of Economics & Business Administration
  • University of St. Gallen
  • University of Geneva (HEC)
  • University of Sydney, Graduate School of Business
  • University of Western Australia, Graduate School of Management
  • Indian Institute of Management Bangalore (IIMB)
  • Art Center College of Design, Pasadena/Los Angeles
  • Diplomatic Academy of Vienna
  • Monterey Institute of International Studies.


“Tom is an exceptional teacher. The students responded very positively to his MBA course, which was demanding and well structured. Under Tom’s direction, the students improved their practical team work significantly and he also had a marked influence on their learning effectiveness.” – Murray Wells, Dean, GSB, University of Sydney

“Dr. Lauda has been essential in forming a unique team at our Strategic Management Department which works closely with the for-profit industry. Even years after his work with a group of professors, researchers and assistants the ‘spirit’ within the group can still be felt and keeps producing outstanding results, both for the academic and the business world.” – Rolf Eschenbach, Head of Department of Strategic Management, Vienna University of Economics

“In many years of collegial association and joint effort with Tom Lauda I view him as very effective and persuasive, especially in the development of high-performance teams and relationship management among leaders. I respect both his knowledge and his ability to transform this knowledge into effective practice.” – Fred Massarik (1926-2009), Professor, Human Resources, Human Systems, Anderson School of Management, UCLA