The CEO of a small division was frustrated by staff who didn’t seem to take her leadership seriously. She was soft-spoken and apologetic, sometimes avoiding problems rather than addressing them. In working together, we began by clarifying her professional goals – did she really want to be in a leadership position? She discovered a resounding “yes” and the energy she needed to make a shift. We then explored what was in the way of her taking up leadership and found that she had been holding back, in part, because she didn’t want to be seen as mean or pushy. We worked together to differentiate “clear” from “mean,” (and practiced examples), helping her find her authentic leadership voice. After six months, her division was exceeding plan, outperforming other divisions in their organization.
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My coaching builds on over 20 years of experience helping leaders and teams to take their performance to the next level. I’ve consulted for major corporations like Chevron and Shell on some of the largest projects in the energy sector worldwide. On those projects, I supported leaders with team building, conflict resolution, and coaching to ensure their teams worked well together and could perform at their best.