Experiences of participants

He is appointed as an ICT architect and his management position is taken over by a regional director. Robert suffers from neck complaints that make his functioning at work very difficult. Robert: "How do I get rid of my neck and back complaints?"


Approach - deployment of InBalance

During the coaching process, Robert learns that his neck complaints are caused by stress about his 'relegation'. He then learns to deal with his new, lower positioned role. Robert applies the insights from the guidance in his work and after only a few weeks experiences improvements.




  • Two weeks after the coaching is finished, Robert talks with his director about a plan of action, his new job description, a presentation and the planning of meetings with the operating companies.
  • Robert has no more neck complaints and sets up a new department.
  • The company retains a professional and saves recruitment costs, golden handshake and mediation for outplacement. Loss of a good ICTer would, at this level, cost between €100,000 and €150,000.





Robert, 44, is director of the ICT department of an international staffing organization. He gets another position after six years.

There is another reorganization coming up and his direct supervisor asks himself whether she does not want to reorganize him. The key question for her is: "Why does Jeroen seem so great in all kinds of tests and workshops but in practice he is the opposite?" 


Approach - InBalance commitment

During the guidance, a daily intensive online discussion takes place about various work situations. In an extensive face-to-face interview, Jeroen, together with us, lays the foundation for his guidance. Every day Jeroen gets cases to transform his communication advice from abstract subjects to concrete plans of approach. There are regular consultations over the phone.

He learns to look at his own functioning in a structured manner under the guidance of us as a non-interested party. After three weeks, improvements will happen and Jeroen receives a compliment from his direct supervisor for the first time.



Jeroen recognizes that, as an advisor, he cannot continue to give non-binding, academic advice. In the coaching, he experiences a process of personal development through the daily coaching questions and the advice for improving his competence. He has now also learned the skills to translate abstract concepts into concrete plans. He leaves his old thought that the workfield is 'stupid, only perfoms but does not think'. He sees that it is about himself and that his advice must be very tangible and clear.



  • After coaching, Jeroen gets a consolidation trajectory for a period of six weeks, where he once a week works on an online topic for internalization. 
  • This is followed by his performance appraisal. The immediate supervisor is now very enthusiastic about his advisory competence. She now qualifies him as one of the four advisors who are indispensable within her team.
  • Saving about € 80,000 by maintaining a highly experienced professional.

Jeroen, 47, is a business advisor for an internationally operating telecom company. Until now he has had a quiet career, but doubts have arisen about his functioning.

Alexander, 49, is responsible for sales of Life and Damage  companies. Without any reason, he had a nervous breakdown and the company doctor subscribed him with three months of rest, staying at home, lots of walking and exercising.

Alexander has respect and trust among his customers and is top sales for his company in the Netherlands. He has an excellent track record and is completely absorbed in his work. Before he knows it, he will burnout. However, after the three months of rest the stress is not over. The company doctor now proposes six months of rest and to try to work again for 25%. At that time, the head of P & O intervenes and proposes to Alexander to do counselling in addition to the 25% return. Alexander agrees with this. P & O: "We want him to function properly again."


Approach - InBalance commitment

In his daily web based coaching, Alexander develops an in-depth dialogue with his coach. Together they investigate which variable is the underlying cause of his stress problem. Due to the intensive nature of his coaching process, weekly coaching sessions take place in the workplace. After three weeks, Alexander experiences improvements. He then discovers what the disturbing variable was that caused his `stress'. In the meantime Alexander is working 50% again in week three of the coaching and with great pleasure.



Alexander discovers that he has lost confidence in himself. The reason for his stress was a new manager who was younger than he and once was his trainee. He realizes that he felt like a 'loser'. Through coaching he learns to look at himself from the trust in his proven craftsmanship and to accept that he himself has insufficient management competences. This frees him of his negative feelings that caused the stress and his outage.



  • Alexander is at work again at the end of the coaching process.
  • Half a year later he is the top salesman again he always was.
  • Saving about €100,000 in terms of salary by retaining a highly experienced top professional who generates a lot of turnover.

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