Results

• Providing Key Leadership
  Becoming a leader is no more than becoming a whole, fully functioning person who leads both a life and an organization. A fast-growing mid-sized company needed to develop its founder and CEO, from University professor to business leader. Coaching allowed him to clarify his vision for the firm, re-define his job, set priorities for himself and key managers, delegate, shift focus into the future, create a shared vision, mission, goals and culture that uniquely positioned the firm for the next generation of growth.

• Guiding Change during a Merger
  Change is an intellectual construct, an emotional undertaking and a deliberate process. Individuals might learn concepts of change through lecture and reading, yet need personal coaching to apply theory to their specific challenges, skill and capacity with specific application to their personal initiatives. Coaching allowed an organization in the midst of merger to see their organizational system as a collection of individuals and were guided through a four-stage, emotionally intelligent change process with minimum disruption to on-going responsibilities and personal accountabilities.

• Accelerating Sales Growth
  Problems are rarely solved in the domain in which they present themselves. Often, people want different results, yet, continue to do what they’ve always done. In increasing sales, just as in any other intended result, old patterns must give way to new possibilities for action. Accelerated sales growth resulted from coaching to change perceptions and skill in setting priorities for clients, time, logistics and pushing back on tasks and commitments that were non-productive or non-strategic.

• Reducing Turnover
  People want results. Often, they alter their environment to effect the change. Change is an inside job, and we are most effective when we become the change we wish to see. When we take personal responsibility for the change, we empower ourselves. A manager of thirty people had the highest turnover in the firm, and continually questioned the talent of his people. Coaching allowed a shift in perception, leading to changes in both his hiring and managing practices as well as his ability to lead, inspire and build loyalty among his staff.

• Supporting Emerging Leaders
  Studies show that up to 90% of our success is due to emotional intelligence. Challenges that show up at work also show up in relationships outside of work. Often, highly technical professionals adept in their field, need to improve their ability to enlist others, build loyalty and trust, communicate effectively and increase performance under pressure. Coaching supported the Chief Science Officer in a bio-tech firm gaining the confidence of leaders, investors and clients.