Coaching
Because I spent 30 years managing large departments for large
organizations, I am frequently asked to coach and advise individuals at various stages of their careers. In doing so, I focus
on helping clients who want to think more strategically about their businesses. My experience enables me to ask them challenging
questions and help them think through their responses and create appropriate action plans. I help them stay focused on the
return on investment and establish clear, measurable goals and objectives. My support is in continuously challenging them
to be sure they are measuring the right things. My strength is that I don’t pretend to have done everything perfectly
in my career. The mistakes that I have made and setbacks I have experienced were the foundations for my greatest successes.
I’ve been told those examples also provide the comfort, trust and belief that have been missing in some other coaching
experiences.
I provide my clients with insights from a variety of perspectives, professionally
across industries and from client interactions. I never disclose confidences or specific company information, but do create
an environment in which they learn from my experiences as well as those of many others. My coaching clients currently include
university professors, small business CEOs, non-profit Executive Directors, business managers, sales executives, business
consultants and students. The industries include Insurance, Advertising, Public Relations, Professional Services and Healthcare.
While most support is focused on business performance, current coaching assignments include correcting behaviors related to
sexual harassment, race relations, career development, career change decisions, managing diverse teams and adapting to difficult
work environments.
Executive coaching has grown in popularity
with organizations of all sizes. The investment is primarily made in those individuals identified as top emerging talent.
My experience has been that the selection criteria used in identifying this emerging talent frequently excludes diverse employees.
In addition, it is generally focused on more senior managers, director level and above and ignores supervisors and managers.
My passion and primary interest is with those underserved groups. For more on this subject, contact us and request our article
“Coach the entire team”.
