Decision & Implementation
Executive Sparring with Sascha Martens
For managing directors, senior management and leadership teams facing decisions on direction – and for initiatives that have been decided on and need momentum.
Questions of direction are rarely postponed because figures are missing. They are postponed because everyone involved has an interest in the outcome and no one from outside challenges it. That is exactly why I join you: as a sparring partner who examines, challenges and shares the responsibility. The decision remains yours.
Request a conversation with SaschaChallenge is part of the work, not a matter of mood.
There is often no role for tasks like these – and no time to create one.
We make sense of the initial situation, examine options and their consequences, and jointly develop a strategic framework: direction, priorities and responsibilities, set down in writing.
Result: a documented decision the leadership team can stand behind.
We translate the decision into initiatives, roles and approvals, and work on them with the leadership team at scheduled meetings.
Result: a plan that works – without us, too.
Each engagement can be commissioned separately. The second often follows the first, because the value of a decision only becomes apparent through implementation.
We start from where you are. We agree at the outset what should be in place at the end.
Result: an agreed assignment with defined roles.
We clarify the reason, the people involved, the scope for decisions and what should be in place at the end.
Result: a shared view of the initial situation.
We separate facts, assumptions and interests, and identify what is missing.
Result: alternatives ready for a decision, with their risks.
We develop options, examine consequences and challenge where it becomes uncomfortable.
Result: the strategic framework.
You decide. We document direction, priorities and responsibilities.
Result: implementation that is visibly moving forward.
We work with the leadership team on initiatives, roles and schedules, and regularly check what is working and what is stuck.
I do not decide for you or take on line management responsibility. I bring experience, challenge and structure – and take responsibility for my contribution.
Our work examples do not name clients. Confidentiality is part of this work – especially where decisions among owners and the leadership team are involved.
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02 / Collaboration & Change
Your contact
Entrepreneur. Sparring partner. Adviser.
I carry entrepreneurial responsibility and work with companies on their development.
As a managing director, I have led teams and been responsible for change. I know the pressure of having to decide before every question has been answered. In my advisory work, I focus on strategic goals, collaboration and execution in day-to-day leadership.
You work directly with me. If the assignment requires additional expertise in team development or communication, I involve our team and remain your point of contact.
Depending on the task, Heiko joins us for team and leadership matters. Sascha remains your contact.
A personal decision can be explored in confidential sparring. If the topic involves shared priorities, roles or collaboration, we involve the relevant members of the leadership team. We clarify the right format in the first conversation.
We discuss your situation, the people involved and the desired outcome. From this, we propose a single conversation, a workshop or an engagement in which we support you – with an agreed scope and approach.
We treat the concerns and content of our collaboration as confidential. That is why our examples do not name clients, reveal identifiable project details or show confidential material.
Because our work starts with decisions that are confidential. We are happy to discuss scale, industries and comparable situations in a conversation.
Yes. At the outset, we clarify which tasks are ours and which are yours or those of third parties. Duplicated work is costly; unclear responsibility costs even more.
For research, structuring and drafts, in consultation with you. Decisions take shape in conversation – with critical thinking, experience and empathy.
When the agreed outcome is in place. We only agree an extension with a new objective.
Does your task also involve its impact inside and outside the company? Then we work on it together with Thomas. Leadership Communication
The first conversation
Send us a brief note about the task ahead. In the first conversation, we clarify the situation, the desired outcome and whether we are the right partners. The conversation takes about 30 minutes, is free of charge and confidential. We usually reply within one working day.
