You have leaders worth investing in. This is how I work with them, and with you.

Rising Star Coaching

For a leader you intend to keep.

For leaders at Director level and above taking on a bigger job than the one that got them here. This is not remedial coaching. It is how you invest in a leader you intend to keep.

What each leader gets

• Ten sessions of 50 minutes. Weekly for a month, then every two weeks.
• Four three-way meetings with you in the room: kickoff, midpoint, close and a 90-day check.
• Kolbe A Index for the leader, with an A-to-A comparison against their manager.
• Written outputs and access to me between sessions by email or text.
• A way out. A no-cost fit conversation first, and a gate after session two: if it isn’t working, we stop and you pay for two sessions.

Your role as sponsor

You name the business case, attend the three-way meetings and protect the time. I will tell you whether it is working. What the leader says in sessions stays there, so they can be honest and own the outcomes.

Business outcomes we measure

• Three business objectives set in writing at kickoff, scored 1 to 5 at four checkpoints.
• Movement on at least two of the three by the close. If not, I say so in the room.
• Four to six colleagues rate the same three behaviors at the start and at the close.

New Team Coaching

Build the team on purpose. Know who will work best together before you seat them.

The Kolbe A Index shows how each person takes action, and predicts which people will work best together. It is also the right first step when a question has come up about one leader. One leader’s problem is usually a team pattern, and the read shows which it is.

What you get

• Kolbe A Index for every member of the group. It takes each person about 20 minutes.
• One or two A-to-A comparisons for the people who work closest together, such as a leader and their manager.
• A written read of two to four pages: where the group is strong, what it is missing and the named risks.
• One working session where the group goes through the read and decides what to change.

Where I have done it

With groups as small as 3 and as large as 65.

Departing Talent Coaching

When you need to say goodbye to valued team members, here is how I help them choose what comes next.

Experienced Directors, VPs and senior leaders with real options ahead. They are qualified for the same job again and not sure they want it.

How the work runs

• Where they are. Close the last chapter. Sort what to keep, leave and test. Read the Kolbe A result for fit.
• Roles worth testing. A short list of roles, tested against the market.
• Positioning. Resume, story and market strategy, built from the hiring side of the desk.
• Network and decision. Who to talk to, what to ask, and how to compare real options.

When it starts

The day someone is told, or any time before their last day. It continues after they leave.

What you see, and what this is not

You see the invoice. No report on any person, no attendance record, no session content. This is coaching, not job placement or therapy.

Reorganizing a management team

A technology organization of 250 people inside a major retailer. After a reorganization and a new mandate, I ran a Kolbe team optimization for its 30-person management team: an index for every member, several A-to-A comparisons and reports for the leaders. The team named its own risks: analysis paralysis, caution toward experimentation, and trouble moving from the abstract to the tangible. The work was used to reorganize the 30-person management team and to help the 6-person leadership team reorient itself to lead.