Healthy performance
Across people and systems
Where humanity shapes decisions, relationships and results
How I work
I work alongside leaders under pressure – supporting critical moments while addressing the patterns and systems that create pressure in the first place.
This work goes deeper – into the dynamics that quietly shape decisions, relationships and outcomes.
How I work
I work alongside leaders under pressure – supporting critical moments while addressing the patterns and systems that create pressure in the first place.
This work goes deeper – into the dynamics that quietly shape decisions, relationships and outcomes.
Four Dimensions
Real change rarely happens in one place. Sustained pressure affects the whole – how you show up, how you know yourself, how systems function and how people relate to each other.
I work across all four dimensions simultaneously. Not as separate programs, but as one integrated practice.
Four Dimensions
Real change rarely happens in one place. Sustained pressure affects the whole – how you show up, how you know yourself, how systems function and how people relate to each other.
I work across all four dimensions simultaneously. Not as separate programs, but as one integrated practice.
Into the Woods Grounded Presence
Flourish as a Leader Self-Awareness under pressure
Living Systems Structures that shape leadership
Plant a Seed Vision & Stance
Grounded Presence
Self-Awareness under pressure
Structures that shape leadership
Vision & Stance
What makes this work different
I am often called after coaching and change initiatives have already taken place. Awareness has increased — yet the same patterns persist. That is where my work begins.
This is long-term, integrated work — a continuous engagement that creates relief in the moment and clarity over time.
My approach is holistic and creative. Change happens through mind, body and emotional intelligence — insight that is lived, embodied and sustained.
I value directness and substance.
Wooden Table stands for clarity, responsibility and real impact — no unnecessary concepts, no noise.
At times, the work allows for playfulness — restoring flexibility and movement where pressure has narrowed the view.
What makes this work different
I am often called after coaching and change initiatives have already taken place. Awareness has increased — yet the same patterns persist. That is where my work begins. This is long-term, integrated work — a continuous engagement that creates relief in the moment and clarity over time. My approach is holistic and creative. Change happens through mind, body and emotional intelligence — insight that is lived, embodied and sustained. I value directness and substance. Wooden Table stands for clarity, responsibility and real impact — no unnecessary concepts, no noise. At times, the work allows for playfulness — restoring flexibility and movement where pressure has narrowed the view.
%
of organizations see belonging as critical to success. Only 13 % feel equipped to act on it. (Deloitte Global Human Capital Trends)
Belonging is shaped by how leaders show up under pressure.
Into the Woods
Grounded Presence
When pressure is sustained, the body is often the last thing a leader attends to — and the first to show it.
This work supports leaders in stabilizing their nervous system, sharpening awareness and regaining inner orientation, so attention can move outward again.
Forest Therapy is one of the practices I use, alongside conversation, reflection, embodied work and real leadership situations. Nature serves as a powerful space for regulation, insight and perspective — as a catalyst for presence.
The aim is presence: being fully available — for yourself, for others and for what the moment requires.
This work is especially relevant when:
- pressure has become the default operating mode
-
leadership runs on autopilot instead of awareness
-
tensions are sensed but rarely addressed
-
decisions are fast, but not always grounded
-
performance is high, while energy and connection decline
%
of organizations see belonging as critical to success. Only 13 % feel equipped to act on it. (Deloitte Global Human Capital Trends)
Belonging is shaped by how leaders show up under pressure.
Flourish as a Leader
Self- Awareness under pressure
Most leaders under sustained pressure sense that something is off – but cannot quite name it. Energy drops. Decisions feel heavier. Work that once felt meaningful begins to feel like obligation. This is rarely a strategic problem. It is a self-knowledge problem.
Under pressure, strengths turn into overdrive. Patterns repeat. Reactions replace intention.
Flourish creates clarity about what drives you, where you overextend, where you withdraw – and what you need to lead at your best when stakes are high.
This work draws on the Talent Characters® methodology applied within organizations such as L’Oréal, KPMG, Bosch and Salesforce. It is further shaped by narrative and somatic approaches, executive coaching practice, and more than two decades of leadership in technology and competitive top level sport – environments where performance, resilience and team dynamics are lived rather than theorized.
Signs this work is needed:
- difficult conversations are postponed or escalate
- you notice yourself reacting faster or sharper than intended
- meetings feel more draining than productive
- collaboration requires more control than trust
- you feel your team is not delivering – yet something in the dynamics remains unclear
- results are delivered but accountability is inconsistent
%
of the variance in team engagement is directly attributable to leadership behaviour (Gallup)
Know yourself. Lead differently.
%
of the variance in team engagement is directly attributable to leadership behaviour (Gallup).
Structures that enable people to perform at their best
%
of organizations say silos negatively impact business performance. (Deloitte Global Human Capital Trends)
Living Systems
Where structure shapes behavior
Organizations are not chaotic. They are patterned.
Meetings, decision flows, reporting lines, incentives – they quietly shape how leadership actually works. Most performance problems are not personal. They are structural.
Living Systems looks at how decisions are made, how accountability is distributed, how silos form, and where friction is built into the system itself.
Because even the most self-aware leader cannot compensate for structures that produce confusion delay or mistrust.
This work makes the invisible visible – and redesigns what silently drives behavior.
This work is needed when:
- decisions take too long – or happen in the wrong room
- accountability is unclear or overlaps
- meetings consume energy without moving things forward
- silos protect information instead of enabling flow
- execution slows down despite high effort
- alignment depends on personalities rather than structure
- responsibility accumulates at the top instead of circulating within the team
- leadership becomes the bottleneck for clarity and progress
%
of organizations say silos negatively impact business performance. (Deloitte Global Human Capital Trends)
Plant a Seed
Vision and principles that create alignment
Most organizations struggle not because of strategy – but because direction is diluted.
When it is unclear what the organization stands for, where it is heading, and which behaviors it truly rewards, confusion spreads.
People work hard – but not necessarily in the same direction. Extra effort feels transactional. The wrong talent is attracted. Energy disperses.
This dimension clarifies what the organization stands for beyond revenue, what future it is building, which behaviors are non-negotiable and which trade-offs it accepts.
Vision here is not inspiration. It is orientation.
Stance is not branding. It shapes leadership.
When direction is clear, teams align faster, decisions accelerate and commitment deepens. Without it, even strong systems drift.
Signs this work is needed:
- the leadership team cannot articulate the company’s direction in the same way
- declared values do not visibly shape decisions
- the organization attracts the wrong talent or loses the right people
- high performers disengage without obvious reason
- effort is high but momentum feels low
- every major decision requires the CEO to be in the room
- informal power shapes decisions more than declared values
- growth is happening – but something is getting lost along the way
%
of employees strongly agree that their leaders have a clear direction for the organization. (Gallup)
%
of employees strongly agree that their leaders have a clear direction for the organization. (Gallup)
Purpose
My WHY is a future where humanity is not in conflict with performance – but the condition for it.
Purpose
My WHY is a future where humanity is not in conflict with performance – but the condition for it.
Not as a slogan. Not as a benefit package.
But as the structural foundation on which organizations are built.
Especially in a time where technology accelerates faster than human adaptation, the question is no longer whether performance matters – but what it is built on.
I have seen what becomes possible when leaders stop managing around the real issues and start addressing them – when systems are designed for humans rather than despite them, and when purpose visibly shapes decisions, trade-offs and accountability.
That is what this work stands for.
By working with Wooden Table, you also enable access to this work for women who would otherwise not have it – because a future where more people can lead with clarity and dignity is not a side note. It is the point.
Nathalie Seibel
Business Therapist
About
My roots are in the north of Germany. Born and raised in Hamburg with 3 sisters, I spent hours up in trees and even more hours on a soccer pitch.
I am a Business Therapist, a linguist, a first division soccer player and a mother of two. For more than 20 years, I have held leadership roles in the IT and software industry – environments where pressure complexity and responsibility are part of everyday work.
People describe me as direct. I tend to speak too fast when I’m excited. I am more introvert than extrovert, passionate yet pragmatic. I love a good challenge, licorice and having an impact. Courage guides me. Creativity fuels me.
I don’t fix people. I work on the structures and dynamics that shape how leaders and organizations actually function.
A detailed CV and certifications can be found on LinkedIn. The thinking behind Wooden Table – including the shift from pyramid to circle – is outlined in the FAQ: