Anders Fleischer
Anders Fleischer is an internationally active and recognized Executive Coach with 20+ years’ leadership experience in a variety of roles (coach, general manager, sales/marketing and operation). He founded Righthought GmbH in 2002 where his main area of focus is executive one-to-one coaching with additional activities in team-building.
Currently Anders works mainly with senior level management in international companies, such as Nestle, Swiss Life, Shell, Holcim, and ABB. Here his role is both executive coaching and functioning as a sparring partner in organizational development, business culture and team effectiveness. Additionally he is associated with the Institute of Management Development (IMD) working with faculty in delivering leadership programs for both open and company programs.
Anders approaches coaching as a trusted conversation. After mutually establishing the coaching agenda with the client, Anders then uses a wide range of skills and tools to move the learning along. These include challenging and reframing, finding motivation for change, input on leadership style and giving feed-back. Anders quickly builds a rapport and ensures a practical and useful outcome. His style is best described as challenging, intuitive and business focused, with an emphasis on leadership growth.
As an example Anders coaches a functional head (department of 500+ people, financial industry) in an on-boarding situation – including leadership role definition, team effectiveness and managing the political environment. Another mandate was a heavy industry business executive (2500 people, 2 BCHF turnover) preparing for a step onto the company board, focusing on executive presence, building alliances and leading through others.
Formerly, Anders held various positions at Nokia Telecom including General Manager of Operations for the Netherlands, Belgium and Switzerland from 1997 to 1999, leading a team of 500+ people and managing a turnover of 130 mEuro. Before that he was Head of Operations for China, with full business responsibility for 250 employees and turnover of 65 mUSD. His last position in Nokia was General Manager in Singapore. Having lived and managed large organizations in many different countries in Europe and Asia, he has solid leadership experience as well as excellent insight into cross-cultural issues, in both business and people management.
Anders holds a B.Sc (Engineering), a BBA (Supply Chain), a M.Soc.Sc. (Counseling) and a Master of Advanced Business Practices (Cross Culture). Anders holds various certificates in organizational development and psychometric tools, including MBTI I & II, several 360 feed-back instruments (e.g. MRG, PDI Profiler), Global Competencies Inventory (Kozai) and the Hogan suite.
Anders lives in Zurich, with his Finnish wife Päivi.
Guiding Principles
RIGHThought Vision & Values
- To help clients gain insight into their own behaviour and leadership style and through this awareness become more effective. The coach leads the client in self-reflection to enhance individual strong points, ultimately using these to reinforce overall leadership style.
- Anders uses his own personality, including feelings, thoughts, opinions and experiences, to draw out and engage the client.
- Everyone has the potential to excel and succeed.
- Leadership is making decisions within a framework of relationships and bringing out and using the strengths of all members of a team.
- The highest standard of integrity, honesty and openness is the basis of effective coaching.
- The success of a coaching relationship is based on tangible results achieved by the client.
- Anders follows the ethical guidelines established by the International Coaching Federation.
- The coaching relationship is based on full confidentiality. Topics discussed in coaching sessions will not be revealed to any outsiders.
- The client must approve any disclosures which may become necessary. This could be a situation, for example, in which the executive and the coach agree to include immediate peers/subordinates in some of the coaching aspects - in order to enhance the learning and feedback to the executive.
- A confidentiality agreement can be signed at the outset of the coaching to protect the relationship. This sets out in detail the overall nature of the confidential relationship.
