I love helping people succeed in their current organizations--whether handling the transition to a new role or growing enough to get the next one, getting out from under an overwhelming situation or rising to meet a challenge on the horizon.
I enjoy working with managers. Management is so important and yet widely under-taught. Most business schools don't teach it, and most business books don't cover it. The result is that most managers are winging it, just doing the best they can without a lot of guidance. I should know. Had I not had a bad management experience, I'd probably still be one of them. But this bad experience set me on a course of deliberative learning that turned me into a great manager. And I'm now committed to sharing what I've learned through my coaching work.
What you can expect from me as a coach:
- That I view myself as a collaborator in your success
- That I will be kind and tell you the truth
- That you will always have next steps
What I expect from you as a client:
- That we talk about the most important things
- That you will do the work to grow
My clients have included:
- C-level member of rapidly growing higher ed org transitioning between roles on the management team
- Manager at Fortune 500 company seeking strategies to most effectively manage her sixteen-person team
- Emerging manager at social impact consulting firm looking for support navigating her career
What my clients say:
If you want to learn more about coaching, three favorite related reads are:
- Atul Gawande, “Personal Best.” The best tennis players have coaches but the best surgeons don't. Gawande, a surgeon, explores why this is and what might change if they did.
- John Wooden, Wooden on Leadership. The most winning basketball coach in NCAA history explains his approach to coaching: strong relationships, plentiful feedback, attention to detail.
- Daniel Coyle, The Talent Code. Coyle travels to talent hotbeds to understand how excellence develops. He finds a common pattern: ignition, deliberate practice, and master coaching.