Executive Coaching

An intensive one-on-one engagement to build skills and strategies targeted to an individual executive.

What: The core of our coaching process is a two-day “catalyst” session that provides skills and strategies targeted to the individual executive. At the close of this session, coach and client create an agreement about how to work together going forward.

Why: Our executive coaching provides leaders with the “escape velocity” they need to break unproductive habits and integrate new ways of working. Leaders better understand their strengths and growth areas, and gain new skills and knowledge to translate this self-awareness into improved performance.

Who: Executive coaching is especially helpful to leaders who have recently been promoted into more challenging positions, those who have high potential but are somehow limiting their own success, those who need to build or hone their management or leadership skills and those who are most critical to the company’s success.

Laird McLean

Personal Vision and Strategy

One-on-one support for individuals to clarify their hoped-for future and create a plan for moving toward it.

What: We use our Being Strategic model as the foundation for an individual session with clients who want to clarify their hoped-for future and determine strategies and tactics for achieving it. After the session we support the client to implement his or her plan.

Why: Clients use this process when they are at an inflection point in their career or life, and decide to step back from the day-to-day to create a clear vision of the future they want to create for themselves.

Who: Anyone who wants to take more control of his or her future will benefit from this process. It’s especially helpful for people who are trying to choose which path to follow from a number of possibilities.

hand writing

High-Performance Teams

Teams use this model to assess and then improve their relationships and performance.

What: A custom-built approach to strengthening senior teams. We use our high-performance team model to help the team assess their own strengths and weaknesses, and then we support them to craft an approach to improving their process and results.

Why: This in-depth process helps assure that an organization’s senior teams are fully supporting and driving the organization’s success. Senior executives using this approach are far more likely to focus on the key issues facing them and to leverage one another’s strengths.

Who: This is especially useful in companies where the senior team may be new to each other or where the team has had difficulty working well together in the past. It is also helpful when a company has undergone significant change – such as a reorganization or merger – and the senior team needs to lead the transition.

Kathy Dore and Jeff Mitchell