One of the last articles in “” took up the current mood of confidence among the Swiss population with regard to self-determination and independence and looked at the various factors in the Swiss Life Self-Mood Barometer.

The annual Swiss Life Self-Determination Barometer shows that the Swiss population’s desire for self-determination has increased in the wake of the pandemic measures. In this survey, it becomes clear that fewer people are optimistic about the future and the number of people who often feel stressed and under pressure more than doubles. The relaxed Covid 19 pandemic measures show a perceived improvement in self-determination in private life, but self-determination of professionals in work has decreased.

This raises the question of what answers the companies have to this situation. Self-determination not only increases vitality, but is also an important factor in resilience. How can employees be involved in a decision-making process?

There are many different models of self-determination. The theory of Richard M. Ryan and Edward L. Deci from the University of Rochester, USA, states that the motivation for a certain behaviour always depends on the extent to which the three basic psychological needs for competence, social inclusion and autonomy can be satisfied.

In today’s global world, leaders and the organisation are given more responsibility and it takes mindful behaviour to sustainably connect the different levels of leadership (organisational leadership – people leadership – self leadership). The key to connection is interaction and becoming aware of one’s own contribution and its possible impact on this learning system.

The team is measured by the performance it achieves and performance represents only one pillar in successful teamwork in the triangular framework of performance – enjoyment – learning, which can be understood as a casual analogy to self-determination theory. W. Timothy Gallwey (American best-selling author and business consultant) has described how the three elements influence each other. For a team to work together successfully, these three things have to come together. If one of these aspects is neglected, it has a negative impact on the other two and impairs cooperation and joint success.

Collective knowledge is the foundation of the company and an inescapable contribution to successful effectiveness and the achievement of ambitious goals.

We know from positive psychology that increased work engagement and job satisfaction leads to increased identification with oneself and the company and reduces time-consuming and costly measures or work absences.

Accompanied team coaching can be useful for the management body or for teams in general to reconcile the different ideas of workplace models and to jointly find a tailor-made solution in response to the current circumstances. It is a shared “learning” and the involvement of the employees strengthens the general well-being.

Team coaching offers tools in change processes that lead to sustainable, dynamic solutions and positively influence the desired results and ideas. Team coaching enables the enhancement, promotion and development of interdisciplinary competencies, which allows for a holistic emergence of decision-making, increases resilience and promotes mindfulness of one’s actions and keeps the expected performance on track. It is the rediscovery of the inner compass.