Kim Greenwood and Georg Fasching

A Bryter Work Dream Team… Kim Greenwood & Georg Fasching

coaching, people first

One of the most powerful antidotes to burnout is the influence of the people around us. Our colleagues have an incredible power to inspire and keep us motivated.

When you’re feeling depleted, isn’t it uplifting to be around a friend or mentor? Someone who helps you see a challenge with fresh eyes. Someone who champions your potential. It’s like gulping down a big glass of motivational juice.

That’s why we’re sharing this insight into the working relationship (and genuine friendship) between two of our brilliant coaches, Kim Greenwood and Georg Fasching.

How did you meet?

Georg was my Trainer on the Enterprise Coach Bootcamp, and set a standard I’ve aspired to since! I remember his astuteness, precision and great big smile. One of his most powerful questions was, “If not you, who?” and that still resonates today.

Georg: When I first met Kim on the Enterprise Coach Bootcamp I got to host, it was clear from the first moment that she was one of those who just got it. Highly experienced, yet curious to learn. Fun to engage with, yet bold when needed.

How does your dream team partner make your working life Bryter?

Kim: Our 3rd entity means we talked about what agreements we need, to bring out our best future selves in service of our clients. And I can honestly say, being able to collectively sense-make with the wealth of knowledge, experience and leadership Georg brings, has made this the best coaching engagement I’ve worked on. Also, Georg has a very entrepreneurial brain, which means he’s always at the cutting edge, learning something new and experimenting! From the Leaps in leadership and Coaches Growth Club, to latest AI note-takers, to sound quality, or avatars Georg keeps the surprises coming and makes work life innovative and exciting.

Georg: Firstly, that’s exactly what Kim does, she makes working life Bryter. Even on off days, Kim manages to lift the spirits. Her background and expertise deserves the utmost respect, while Kim doesn’t take herself too seriously.
She has a great memory for personal details, so engaging with Kim makes one feel like one gets to spend time with a lifelong ally.

What’s the toughest thing you had to face together and how did you get through it?

Kim: The hardest part of our work is that improvement depends on leaders deciding that “what got them here, won’t get them there”. Standing in this space involves change and risk for a leader, so we regularly encounter fear-based behaviours. Being able to work together means we can collectively notice what’s happening, offset bias and assumptions, and challenge or support which results in better business and human outcomes.

Georg: We had the opportunity to collaborate as a coaching-pair in order to guide a senior leadership team through a development program. The team was at a very challenging spot. This was a great opportunity to forge them closer as a team, but also with a huge risk of complete dissolution. Kim and I knew that we really needed to show up for the team in a variety of ways. At the same time we lived our own coaching pair alliance in that we checked in on each others holistic experience and wellbeing.

We helped each other stay clear so that we could join up and be of service to the team at that pivotal time without getting engulfed in the team’s dynamic so that the team could emerge stronger on the other side.

Kim Greenwood & Georg Fasching

What would your dream next client engagement look like?

Kim: Our current client saw a 12-point increase in eNPS and a 39% efficiency gain during our first 3 months. So if there’s any organisation that wants better business outcomes and happier staff we’d love to discuss partnering with you to enable and amplify your success.

Georg: For the sake of clarity and completeness, it would be together with Kim again as my coaching partner. Our engagement approach is solid and unlocks the utmost potential. Working with the senior leadership team as a whole is the ideal enabling work to pave the way for the highest success rate in organisational change.

If your dream partner had a motto, what would it be?

Kim: Georg’s would be “Good good good good good good good!”

Georg: and Kim’s would be “Alrighty, let’s get this done and then it’s time for a Tim Tam Slam, yeah?!”

Interested in partnering with Kim and Georg for better business outcomes and happier staff?
Get in touch!

Georg Fasching

ICF-PCC, Leadership Coach, Trainer and Facilitator
Georg Fasching

Since 1999 Georg has worked across a wide range of enterprises and sectors. With a background working predominantly in the product, payment and technology spaces, Georg’s career has taken him from business analyst through to Executive VP of Products. In every role, it was always teamwork in the context of the organisation that fascinated Georg.

When he is not teaching, coaching, or mentoring teams, leaders, or coaches, Georg serves leadership teams as their team coach. This way he supports the unlocking of major enterprise agility improvements as the leadership team journeys towards high performance.

Over the years, Georg has worked with various companies across sectors including Telecoms, Mobile, Media, and Banking to name just a few.

Kim Greenwood

Executive Coach, Enterprise Agile Coach and Facilitator
kim greenwood

Drawing on over 20 years of experience empowering leaders and teams to achieve sustainable high performance, Kim’s personalised approach has facilitated successful outcomes for large-scale, FTSE 100 corporations across industries including Telecoms and Media, Oil and Gas, Investment Banking, Real Estate and FMCG.

Leveraging her own leadership expertise, she has coached C-suite teams in vertical development, communication intelligence, negotiation practices and how to create fearless organisations.

Kim has also studied with founders of psychological development models and most recently was part of a global cohort with Bill Joiner covering the most recent advances in his life’s work on leadership development.

How to align your company cultures after a merger

Tying the Corporate Knot: How to align your company cultures after a merger


A corporate merger can feel a lot like saying I do. At first, everything seems peachy… the vision! The synergy! HR cheers about one big happy family while leadership waxes lyrical about a rosy future.

But then reality hits. Behind those polite smiles, different corporate cultures clash like bickering in-laws. The slick fast-paced startup folks glare at the bureaucratic bean counters who glare right back. No wonder office happy hours start feeling awkward…

Show Me the Money… So I Can Fight Over It

Newly merged companies feud over finances just like couples arguing over whose career should take priority. Department heads fight for budgets. Whose systems get resources? Tensions around spending can get ugly, drowning out strategy with petty conflicts.

Communication Breakdown

Without open and empathetic communication, distrust grows in both marriages and mergers. Anxious employees worried about layoffs shut down. Leadership seems aloof about people’s concerns. Siloes fortify and information blackouts feed apprehension on all sides.

Battle for Power & Control

In dysfunctional relationships and mergers alike, power struggles tank progress. Individuals clinging to old ways resist change. Healthy debates on structure become outright turf wars. No one feels heard or valued. Similar to bitter couples, partners that were once collaborative now argue over the smallest decisions.

How to align your company cultures after a merger – Overcoming Challenges Together

You Could Cut the Uncertainty with a Knife

People (understandably) get freaked about mergers. Job worries. New bosses. Feeling ignored. And rumours run wild when leadership goes radio silent about stuff that impacts people’s livelihoods. Keeping folks in the dark just fuels anxiety. Get ahead of any panic by oversharing plans, fielding questions, and simply listening. Real talk from the top is a balm when nerves are frayed. Amp up your facilitation skills and enable people to voice concerns safely.

Mash-Up Time

Sure, merged cultures have to blend styles and systems eventually. But change sometimes makes folks feel awkward. Ease into it with team building over pizza versus jumping into a process overhaul. Celebrate differences rather than eliminating them. Get people collaborating on small stuff first. Wins there set the stage for heavier lifting down the road.

Band Together for Customers

Rather than just handing down some generic vision, why not crowdsource ideas from the whole mashed-up crew? What unites them? Serving customers. Reframe integration challenges as fixing customer pain points together. Jointly shape a mission around kicking ass for clients. External focuses dissolve internal divides.

It’s Normal to Feel the Feelings

When everything’s in flux, people ride emotional rollercoasters. Facilitators help with disputes while coaches offer ears to vent fears. Make space for working through big feelings instead of bottling them up. Growth comes through trusting in transformation’s messiness, and embracing courage over certainty. This too shall pass… onto something even better!

Committed Companions

Nurturing this delicate union requires compromise and care on both sides. But with compassion and courage, struggling partners can turn it around. Counselling builds understanding; a renewal of vows reconnects. Companies too can overcome merger growing pains by co-creating shared goals, breaking siloes with team building, and investing in talent development.

With vulnerable leadership, open ears, and frequent check-ins, corporate marriages can thrive. Bridging divides among internal partners ultimately enables winning externally. Now that’s something worth toasting!

Tying the Corporate Knot: How to align your company cultures after a merger

Is your organisation going through a merger or acquisition? Perhaps you’re struggling with company culture clashes, seeing staff morale nosedive and psychological safety evaporate..?

Bryter Work can help.

We have supported many leaders in guiding their teams through these times of transition. Our compassionate and experienced coaches combine emotional intelligence and empathetic coaching with business acumen, achieving real results. Bryter Work delivers both business value AND people power. 

Sound good to you?

Meet the team and find out how we can help you tie the knot on your corporate marriage with minimal pre-nuptial jitters. Crack open the champagne and toss the confetti!

What is Coaching Supervision and why does it matter?


What is Coaching Supervision?

You know how important it is for your team(s) to tackle complex problems and create meaningful impact for your organisation. But how do you make sure your coaches are continuously growing and developing in their roles? Well, there’s a powerful solution you might not have considered yet: coaching supervision!

Coaching supervision is a structured and supportive process that helps coaches reflect on their practice, explore new perspectives, and receive feedback on their coaching skills. And the best part? It can help coaches refine their coaching approach, checking to see if they are holding the most useful stance for the client, and increase their impact, which ultimately benefits your organisation.

Why does it matter, I hear you ask?

Well, coaching as a profession is unregulated, which means anyone can call themselves a coach. Scary, right? That’s why supervision is essential. It’s a powerful way to support and empower your coaches, to ensure they’re delivering the best possible outcomes for your organisation while improving professional standards. 

Not only that, but coaching supervision can be embedded as part of your organisation’s overall coaching strategy to help:

  • Inspect ethical standards
  • Sharpen innovative edge
  • Align to leadership expectations
  • Impartially review coaching impact on the system
  • Improve professional standards

Plus, taking a coaching approach to change is a better way to facilitate and lead change. And with supervision in the mix, you can rest easy knowing that it’s ethical, responsible, and high quality. Find out more about how coaching supervision helps here.

According to the International Coach Federation (ICF), coaching supervision is “an important element of a coach’s professional development, learning and growth.” It’s a collaborative learning practice that benefits both coaches and clients through reflective dialogue. Think of it like a secret ingredient in the coaching toolkit that helps coaches develop their approach and ensure they’re being effective.

“Supervision is an essential toolkit for Coaches. Supervision provides the support and growth needed for coaches to continually learn, deal with the situations in front of them, and to gain other expert opinions about what course of action can be taken next.”

Simon Powers – Bryter Work CEO

Benefits of Coaching Supervision

By investing in coaching supervision, you’ll be giving your coaches the tools and support they need to continuously learn and improve in their roles. This can lead to better outcomes for your organisation, such as: 

  • improved team dynamics
  • increased innovation
  • higher levels of employee engagement and satisfaction. 

We work with experienced coaching supervisors who are qualified and experienced in providing coaching supervision to coaches and teams of change practitioners. Our coaching supervision packages have helped teams achieve improvements in their coaching practice, focus on their team mission, and gain insights into the way they enable their organisation’s business goals.

So, what are you waiting for? Let’s make coaching supervision part of your organisation’s recipe for success!

3 reasons why coaching supervision is a game-changer

Seeing the unseen princess and the pea

Seeing the Unseen – revealing hidden blockers

coaching, people first, teams

As a leader, it’s easy to get caught up in the day-to-day operations of your organisation. You might be focused on meeting deadlines, managing employees, and making sure everything is running smoothly. However, it’s important to remember that there may be unseen problems lurking beneath the surface. Just like the princess in Hans Christian Andersen’s tale, you can sense that there is something wrong, but can’t quite put your finger on what it is. And without knowing what is wrong, you have no way of resolving it. Our coaches are experts at helping organisations with seeing the unseen blockers preventing them from achieving their outcomes.

Using Systems Thinking to see the unseen

One way to discover hidden problems and reveal the elephant in your office is systems thinking. This approach involves looking at your organisation as a whole, rather than just focusing on individual parts. By examining the relationships between different parts of the system, together we can identify areas where changes in one area may have unintended consequences in other areas.

Seeing the unseen with Visual Thinking

Another useful tool for uncovering these hidden issues is visual thinking. This approach involves using metaphors, diagrams, maps, and other visual aids to represent complex ideas and information. By visualising the workings of your organisation, you can gain a deeper understanding of how different parts of the system are interconnected and clearly see where potential problems may be lurking.

Making change with the help of a Systems Coach

Once you’ve identified potential problem areas, it’s important to take action to address them. This is where systems coaching comes in. Our systems coaches can help you develop strategies for addressing complex problems and implementing changes in a way that minimises disruption to your organisation.

Of course, it’s not always easy to identify unseen problems. It can be difficult for a busy leadership team to step back and take a broader view. That’s why it’s important to cultivate a culture of open communication and encourage feedback from employees at all levels. By listening to the voices of everyone, you can gain valuable insights into areas where your organisation may be struggling.

Ultimately, the key to uncovering unseen problems at work is to be proactive. Don’t wait until a problem becomes too big to ignore before taking action. By using tools like visual thinking, systems thinking, and systems coaching, we can help you can stay ahead of the curve and ensure that your organisation is operating at its full potential.

The four essential skills needed to make change stick

approach, coaching

Creating lasting change is often easier said than done. You start off with good intentions and high hopes, but struggle to maintain your efforts over the long term. However, research has shown that there are certain skills that can help organisations make change stick. Understanding and mastering these skills can help you create lasting change that can have a positive impact on your organisation.


So, what are the four essential skills needed to make change stick?

One, Training

Training is about learning and the transfer of vital information and experience. It ensures that everyone is aligned on vocabulary, has the building blocks for ways of working, and knows what to do.

Two, Learning

Learning is a vital part of any change initiative, and we have arguably the best change programs in the world. AWA Global, our partner, has pioneered not only the whole field of organisational change but also the ways that people are trained by putting the learner first and providing “learn by doing” experiences.

Three, Coaching

Coaching and mentoring are about putting what you’ve learned into practise day-to-day and making sure it’s done well. Coaching ensures that you’re ready with great solutions and a smooth path to success when new situations arise. Even ones that you didn’t cover in training!

Four, Facilitation

Facilitation is all about making the most of the time people spend together. Making decisions at the point of work with everyone involved is a key factor in devolving decision-making and enabling rapid adaptation and delivery. This can only happen when experienced facilitators are present. Big-room planning and decision-making always have experienced facilitators present to ensure that the right actions and outcomes emerge by the end.

You need all of these skills to make organisational change work. Our coaches bring these skills and transfer them over time to internal people, making change a normal and sustainable part of organisational life.


Get in touch to find out more about how BryterWork can help.

Why a big consultancy might not be right for you

approach, coaching

Many of the consultancies have some good ideas, but the cultures that run inside the organisations themselves prohibit them from building people-based cultures inside their clients’ organisations.

Would you trust a company to build an inclusive and open culture when they do not have one themselves? The overheads of large consultancies require them to ‘land and expand’ and get as many junior people onboard as possible to make the numbers work.

Organisational change is not a junior role. It requires specialists who have dedicated their life’s work to making other people’s working lives better. It requires people who live the way they expect others to follow. Why would your staff try new ways of working when the people teaching them don’t follow them themselves?

Most consultancies’ primary business is not organisational change. They are asked to do the work because they are already inside their clients’ organisation for some other reason. This does not make them competent or capable in this area.

We live and run our own business the same way we teach others to run theirs. This is a powerful message for anyone who wonders if our approach works or not.

If it didn’t, we wouldn’t be here.

We only focus on change, and we focus on large organisations and how to do it well. We have set the bar through certification, training, and coaching in this area, and we know how to make a difference.

Get in touch to find out more about how Bryter Work can help.

Transformational Leadership

What kind of leader are you?


What kind of leader are you?

What kind of leader are you?

Understanding the kind of leader you are, can help you grow into the leader that your organisation needs, in order to succeed.
What kind of leader are you? Take this short quiz to find out…

This test is for entertainment purposes, and does not represent a full assessment of your leadership style.  Contact us for further information on obtaining a full Leadership Agility Assessment, and coaching plan.

According to the theory of the 7 Action Logics, 80% of leaders fall into one of the following three categories.


Many managers and leaders have been promoted into their positions because they were excellent at their craft. Perhaps they were a great coder, a great architect, or a great marketeer. Many organisations give very little in the way of management training if any. And often that training is out of date with today’s workplace.

We help expert leaders grow into their role and teach, coach, and mentor them to build the right relationships, supporting environments, and inner development to manage today’s agile teams.


Some managers believe delivery at all costs is the right approach, without stopping to consider if the right thing is being delivered or the cost to human potential. Achiever leaders often drive their teams to get results in an unsustainable way. This results in lower quality and disengages workers.

We help achiever leaders to build an environment where the teams achieve results from their own motivation, their developing skills, and self-organisation. We help to move from purely output delivery to outcome delivery with sustainable and lasting quality results.


Most managers are incredibly capable and will always get the results they were looking for. However, often there is a better path using collaboration, peer alignment, and cooperation. This brings better outcomes for the organisation.

We help highly skilled managers to find allies, build strong peer groups, and have structures to learn from each other. Aligning on wider objectives and building more ambitious strategies is a key step in moving towards the transformational leadership roles required in today’s thriving organisations. We provide cohort-based training, mentoring, and coaching for leaders looking grow beyond their own remit.

The Bryter approach to leaders

As a leader, you have the power to cultivate a Bryter working culture within your organisation. Great leaders bring about positive organisational change, making it easier for everyone to get things done, with greater visibility, bringing both a sense of clarity and security.

Our approach puts leadership and management at the centre of the change. We place leaders like you in the driving seat, equipping you with the mindset, skills, and tools you need to accelerate innovation across your company.

Bryter Work will support you in driving a successful change to new ways of working. You will craft a Bryter culture and working environment that you can be proud of, where everyone is able to grow and own the change initiative.

Contact us to find out how we can help you feel more confident in your leadership role, forge the right relationships, build supportive environments, and inner development to manage your agile team.

What does it mean to build a coaching capability?



What does it mean to build a coaching capability and why should you care?

Firstly, a coaching capability in your organisation means that leaders and managers have the necessary skills, personal development, and supporting infrastructure to grow transformational leaders throughout the organisation. Part of being a transformational leader is to have coaching and mentoring skills.  Leadership with coaching and mentoring builds the right cultural environment for teams to:

  • collaborate
  • innovate
  • adapt to today’s changing marketplace.

Professional coaching skills are easy to master, however they require time to practice. In today’s fast-paced and busy world it is not enough for managers to go on a half-day training and hope that it is enough for them. They will need to change the way they see the world of work, relationships and the nature of delivery. They will need to grow teams, promote collaboration and innovation, and shift their own mindsets to a supporting rather than commanding role.

This does not happen overnight.

build a coaching capability

Building a coaching capability means expanding the coaching training that managers will get and provides:

  • the internal supporting structures that enable staff to continue to learn and grow
  • reporting line or product-focused coaching and mentoring
  • a way to find the right peers that can mentor and coach them,
  • a way for them to take an active part in growing other leaders.

This results in happier, more engaged staff, that are more capable and able to adapt and exhibit the types of management and leadership required to run a product-focused and customer centric organisation.

So, if you would like to build a coaching capability in your organisation, get in touch to find out how we can help.