We help leaders at all levels expand their impact, prepare for new roles and address potential challenges. Our one-size-fits-one, real-time model of executive coaching helps leaders at all levels take on the toughest challenges with courage and confidence. They experience the support of talented professionals who have been there. As a result, they improve their impact, overall level of performance, and job satisfaction.
Coaching engagements usually include some or all of the following components:
- A 360-degree feedback process, using either qualitative interviews or quantitative surveys like the PROFILOR™ or the Leadership Versatility Index
- Psychological assessments, like the Hogan assessments, the California Personality Inventory (CPI), Myers-Briggs Type Inventory (MBTI), and the Fundamental Interpersonal Relations Orientation-Behavior (FIRO-B)
- Individualized skill building, practice and feedback
- Progress checks with stakeholders, as appropriate
- Consultation, support, and accountability
- The CIO for an international financial services company was asked to take the role of Chief Compliance Officer. A high-performing professional, he wanted to accelerate a successful transition into his new organization. Through executive coaching and team building, he achieved his goals of optimizing relationships quickly, understanding the development issues of each of his direct reports, and building his leadership team.
- The VP of Sales for a Fortune 500 financial services company had outstanding results. When his responsibilities expanded to include the marketing function, coaching helped him develop new skills and mind-sets for the larger role and scope. He was able to connect quickly and deeply with his new marketing direct reports with a focus on his relationship-building skills including listening, asking questions, openly seeking feedback, and following through.
- The General Manager of the business unit that delivered 80 percent of the company’s revenue was known to drive hard for results. She tended to be over-involved in operations, while under-utilizing her capable management team. By learning to hold people accountable through effective coaching and delegation, this leader was able to invest more of her time in the strategic management of the business.
- The Executive Director of a non-profit agency was thoughtful, intelligent, and made things happen in his agency. Some of his colleagues, however, found him aggressive, combative, even bullying. As a former attorney, he had been trained in debate and was over-using that strength and experience in his new role. Coaching helped him learn to create dialogue. He was able to explore common ground, build mutual agreement of goals, and explore new options and possibilities with his colleagues.