EXECUTIVE COACHING
Contracted by individuals and companies to help senior executives (CEO's, Vice Presidents, Directors, Senior Managers) with expanding responsibilities cope with new functions, new relationships or address a specific skill area (eg. communication skills, emotional intelligence) needing attention at this new level.
Coaching is not always just for your direct reports or staff. There are times when you yourself have a blind spot or have taken on new work that requires exceptional organizational or interpersonal skills. Many executives are reluctant to address such issues head on or are not sure how to get confidential, knowledgeable, and practical help or how much valuable time will have to be committed.
Senior executives whom I have worked with have found me confidential, strategic, and practical. My 24 years of work in all sectors, from high tech to health care, from manufacturing to finance to law enforcement, has provided me with a deep knowledge of the differences and the similarities between the environments my clients find themselves in charge of and dealing with. It's the make-up of the individual and the dynamics of the workplace that count most. This is where extensive work in many environments gives me context so that almost any relationship can get moving quickly toward change and results.
We begin with an open but guided discussion that will help you clarify, quantify, and priortize the areas needing attention and the results you want to achieve. For verification and to gain further insight, the next step is often a proven confidential 360-degree feedback process. With the data in hand, we then can move on.
What I require from you is commitment and honesty. What you should expect from me is a focused, comfortable, clear structure to help us get to success with your issues. The bulk of the work is done together—recognizing, strategizing, problem solving, and creating innovative and often outside-the-box solutions that will work for you.
Coaching takes place in person or on the telephone. |