Coaching Philosophy

Today’s dynamic, complex, and uncertain business environment demands leaders continuously reflect on their strengths and gaps, develop new skills, and hone their leadership.

Those who excel recognize they have untapped potential to apply and are
willing to put in the effort to develop personally and professionally.

These leaders – those aspiring to achieve excellence, desire to have a greater impact on those around them, and
who are ready and willing to improve themselves – are the ones who will benefit the most from external coaching. 

When Best to Use an External Coach

Using external coaching at the right time and for the right people nets observable improvement and tangible impact. 

Top Performers and High Potentials:

Companies often want to invest in high-performing and high-potential individuals, leaders, and executives to prepare them for future roles and expand their capabilities. This also applies to high-value leaders who have a leadership gap that potentially could hold them back from future opportunities.

Succession Candidates:

Effective succession planning requires identifying potential candidates for a role years before they are placed.  An external coach who understands organization dynamics and the requirements of leading at higher levels including in the C-Suite, and who has successfully worked their way up the leadership pipeline themselves, can provide unique insights and feedback and serve as a productive sounding board to these aspiring enterprise leaders and future C-Suite executives.

Executives Onboarding / Transitioning to a New Role:

When an executive is hired or promoted to a new role, they experience unique challenges, uncertainty, and stress.  They are expected to quickly establish credibility and make an impact. Unfortunately, too often these leaders do not make the first impressions they desire, hesitate to make necessary changes, and confront issues and challenges they had not anticipated. 

Having successfully guided many executives and leaders through the onboarding and transitioning process, I have built a structured approach to coach a newly appointed leader through identifying and avoiding common pitfalls, defining critical 30-60-90-day priorities, establishing management routines with their team and key stakeholders, and allocating their time for greatest impact. 

Coaching Process

We have proven track record for successfully coaching executives. We tailor our processes to the individual’s unique circumstances and priorities.

Phase 1

Assessment, Diagnostics,
and Data Gathering

  • Comprehensive life and career-history background interview in person with the leader.

  • Verbal confidential 360-degree interviews with 10 to 15 stakeholders - conducted in person and by Zoom/Microsoft Teams.

  • Review of internal competency models and performance reviews.

  • Hogan Personality Suite administered (Values, preferences, derailers).

  • Meeting with the leader’s sponsor team (i.e., the leader’s manager and HR partner).

Phase 3

Ongoing Coaching and Sustainability

  • Minimum of two 60-minute monthly coaching meetings - in person and by phone.  I will be available and “on-call” for the leader throughout the engagement.

  • Mid-way through this phase, I will conduct follow-up interviews with select stakeholders to measure progress against development/coaching goals; a summary report will be prepared for the leader.

  • Leader - Sponsor team meeting to discuss progress and plan forward.

Phase 2

Comprehensive Feedback, Data Debriefing, and Development Plan Creation

  • Integrated report with themes/quotes from stakeholder interviews, and Hogan Assessment reports.

  • The leader and I work to prioritize specific development/coaching goals and create a development plan that focuses on specific observable behavioral change that leverages strengths, develops opportunity areas, and mitigates deficit areas.

  • Leader - Sponsor team meeting to review feedback highlights and align around coaching goals and development plan; I will work with the leader to engage stakeholders regarding the feedback and plan.

Phase 4

Transition and Wrap-up

  • “Close-out” meetings with the leader and with the leader and their sponsor team to review observable progress, measure success, and plan follow-up as needed.

  • * In certain situations, a company may prefer to complete a deep-dive diagnostic on an individual before deciding to invest in a full coaching engagement.  In those circumstances, this phase can be priced separately.