Ekaterina
Dzhabar-Zade
ORGANISATIONAL PSYCHOLOGIST
PSYCHODYNAMIC ORGANIZATIONAL CONSULTANT AND COACH
PSYCHODYNAMIC ORGANIZATIONAL CONSULTANT AND COACH
>10 000 hours
Professional training in psychology, psychodynamic consulting, and coaching
>2000 days
Work with groups focused on developing communication competence, leadership, and personal and team effectiveness
>3500 hours
Practice as an individual, group, and team coach
> 700 hours
Supervisions
Clients
RECOMMENDATIONS
❤️
- December 2023
I initially came with a fairly broad question about motivation at work. Coaching helped me, first, to ground this question in specific cases and, second, to work through each case individually. I moved from the position of “I don’t understand how my motivation works; maybe I’m just in the wrong place at the wrong time” to “My motivation is undermined by A, B, and C, and I need to do 1, 2, and 3.”
There is still a long way to go in applying what I’ve learned, but already I can feel how much easier work has become for me: my motivation is more stable, my goals are clearer, and my areas for growth are more visible. A huge advantage was that in our sessions, we went deeply into the psychological nuances, which helped me better understand how my mind and emotions work. - September 2024
Moving into a new position, including membership on the board of one of the company’s business units, required me to step up to a new level of self-presentation, interaction with colleagues, confidence, and stakeholder management.
Through coaching, I was able to rethink my position, gain a new perspective on my role within the organisation and the board, embrace my personal qualities as strengths, and become more grounded in my own leadership style. I was also able to work through some of the assumptions and expectations I had internalised about what a leader should be. - January 2024
The initial need for coaching was driven by a role transition — from key expert to manager — and the need to strengthen my leadership capacity. The main challenge was how I perceived myself in this new role and a lack of inner stability.
Already in the first session, I was able to identify an internal foundation of stability in my managerial role and build on strengths that were already there. Reflecting on situations related to loss of energy and emotional burnout helped me develop the ability to notice early signs of negativity and shift toward a more productive way of understanding what was happening. I was also able to rethink my role as a leader, better understand the expectations of both the team and management, and recognise that I had enough internal resources to achieve my goals. - July 2021
We are grateful for the high-quality and productive work.
Participants noted the value of psychodynamic coaching in addressing their professional challenges. The format allowed them to look at work situations from different perspectives, explore the underlying causes of difficulties, recognise how aspects of their personal history influenced their choice of behavioural strategies in different situations, formulate the problem or personal challenge more clearly, consider possible ways forward, and make more conscious choices about the best course of action. - June 2023
I invited Ekaterina to support the team during a period of significant change in the company. Against the backdrop of relocation, layoffs, and project closures, the team needed clarity, support, and help adapting to the new reality.
The work took place as a short-term reflective group over 10 sessions. These meetings helped the team understand one another better, ask direct questions, and take greater responsibility for their decisions.
For the team, this space became a point of stability during a time of transformation. I am grateful to Ekaterina Dzhabar-Zade for her professionalism, sensitivity, clarity, and supportive guidance. - Апрель 2024
Ekaterina and I worked together in a team coaching format. This work helped the team move through a growth crisis, better understand external challenges, and see how they were affecting internal processes. It also helped me look at my role in the team from a new perspective and better understand where my support was truly needed — and where my involvement might, on the contrary, get in the way.
EDUCATION
Ekaterina Dzhabar-Zade
Екатерина Джабар-Заде
Организационный психолог,
коуч и организационный консультант
коуч и организационный консультант
Master’s degree in Psychology. I work with leaders, teams, groups, and organisations in systemic-dynamic and psychoanalytic approaches.
25+ years of experience as an organisational psychologist.
Lecturer and supervisor on the Psychoanalysis and Psychoanalytic Business Consulting program, HSE University.
Senior Practitioner Coach, EMCC Global
Coach and supervisor, APCBC
Facilitator of reflective practice in organisations using the group-analytic method, IGA, London
Member of ISPSO https://ispso.org.
Member of EMCC https://www.emccglobal.org
Associate Member of GASI https://groupanalyticsociety.co.uk/
Associate Member of MPA https://asso.mospsy.com/MPA
25+ years of experience as an organisational psychologist.
Lecturer and supervisor on the Psychoanalysis and Psychoanalytic Business Consulting program, HSE University.
Senior Practitioner Coach, EMCC Global
Coach and supervisor, APCBC
Facilitator of reflective practice in organisations using the group-analytic method, IGA, London
Member of ISPSO https://ispso.org.
Member of EMCC https://www.emccglobal.org
Associate Member of GASI https://groupanalyticsociety.co.uk/
Associate Member of MPA https://asso.mospsy.com/MPA
SERVICES
An organisation is not only structure, processes, and KPIs. It is also a living system that is constantly exposed to change, pressure, and uncertainty in the external environment. Under such conditions, blurred responsibility, overload, conflict, loss of focus, and breakdowns in interaction often emerge within the company.
How I help
Diagnosis, as the first stage of organisational consulting, may include interviews with key stakeholders, questionnaires, observation of work processes, and analysis of documents and organisational context.
The work itself may include consulting and coaching for senior leaders, coaching for managers, team and group coaching, strategic and reflective sessions, learning programmes, and retreats.
How I help
- clarify roles, tasks, authority, responsibility, and boundaries;
- improve the quality of interaction and decision-making;
- understand how leadership is taken, held, and distributed;
- reduce the impact of anxiety and chaotic defensive reactions on team functioning;
- identify recurring organisational patterns that interfere with development.
Diagnosis, as the first stage of organisational consulting, may include interviews with key stakeholders, questionnaires, observation of work processes, and analysis of documents and organisational context.
The work itself may include consulting and coaching for senior leaders, coaching for managers, team and group coaching, strategic and reflective sessions, learning programmes, and retreats.
Coaching is a series of regular sessions aimed at clarifying the client’s question, working through internal barriers, and finding support for moving toward a meaningful goal. At the centre of coaching is not only solving a specific problem, but also developing the capacity to act with greater awareness, resilience, and effectiveness.
Individual coaching
Individual coaching supports work with professional and personal challenges such as stepping into a new role, developing leadership, difficulties in interaction, decision-making, internal barriers, and finding one’s own way of acting.
Sessions take place on a regular basis, and each session lasts 50 minutes.
A typical coaching process lasts around 10–12 sessions, although the duration may vary depending on the request.
Team coaching
Team coaching is work with a team as a whole system. It helps clarify goals, improve interaction, strengthen the distribution of roles and responsibility, and address tension, conflict, and the challenges of growth. This format is especially useful for project teams and executive teams.
The work includes both preparation for the team process and the team coaching itself.
Group coaching
Group coaching is work with an individual request in and through the group. This format allows participants to explore their own situation, receive feedback, notice recurring behavioural patterns, and broaden their perspective on what is happening.
Participants may be brought together by themes such as leadership, personal effectiveness, burnout, challenges in one’s professional role, and related topics.
Individual coaching
Individual coaching supports work with professional and personal challenges such as stepping into a new role, developing leadership, difficulties in interaction, decision-making, internal barriers, and finding one’s own way of acting.
Sessions take place on a regular basis, and each session lasts 50 minutes.
A typical coaching process lasts around 10–12 sessions, although the duration may vary depending on the request.
Team coaching
Team coaching is work with a team as a whole system. It helps clarify goals, improve interaction, strengthen the distribution of roles and responsibility, and address tension, conflict, and the challenges of growth. This format is especially useful for project teams and executive teams.
The work includes both preparation for the team process and the team coaching itself.
Group coaching
Group coaching is work with an individual request in and through the group. This format allows participants to explore their own situation, receive feedback, notice recurring behavioural patterns, and broaden their perspective on what is happening.
Participants may be brought together by themes such as leadership, personal effectiveness, burnout, challenges in one’s professional role, and related topics.
Learning programmes are delivered in an interactive format and are built on a 50/50 balance of theory and practice. This approach allows participants not only to gain new knowledge, but also to start applying it immediately to their own work situations, tasks, and professional context.
Examples include:
Supervision for coaches working in individual, team, and group settings.
Examples include:
- leadership development;
- team effectiveness;
- coaching for leaders;
- the psychology of change;
- coaching for coaches.
Supervision for coaches working in individual, team, and group settings.
CONTACT
katya.dzhabarzade@gmail.com
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