Martha, a hospital executive, needed a change. The job she had loved and excelled at had become so stressful she was ready to leave. Through the coaching process, Martha learned to set boundaries and create healthier, more productive relationships with those around her. As a result, she rediscovered a passion for her work; within a few years she accepted a promotion into a position that was more completely aligned with her sense of professional purpose.
Elise, a nonprofit leader, was so efficient she was invisible in the organization. She was a master at getting everything done, everyone loved her, yet something was missing; her efforts weren’t being noticed. Through the coaching process, Elise discovered how to get more satisfaction from her position by showing up more powerfully as an organizational leader who advocated and influenced much more effectively. As a result, she was happier and able to better contribute to the organization’s success with her well-informed recommendations for action.
MOVE INTO A NEW & BIGGER ROLE
Darla, a seasoned employee, followed a very strong, highly popular leader as the Executive Director of a large nonprofit. Through our coaching conversations, Darla learned how to develop and trust her own, extremely different leadership style, enabling her to connect with and gain the respect of the board and staff. As a result, she was able set the agency on a new course, added staff, grew the budget, and reshaped and focused the organization’s mission.
Sally, Vice President in an international nonprofit, had received a promotion into a job that felt too big. Coaching conversations helped Sally to understand her value, and see how her own limiting beliefs and internal messages were hampering her ability to fully “own” her new role. As a result, Sally became more confident and effective in her larger role. She was able to engage difficult personalities with much more ease, and created and implemented a much bigger vision for her unit. She also reported a significant improvement in developing personal relationships.
David, an executive in a large healthcare system, was losing the respect of his team. Even though he was a great technician, after his promotion to work for a boss with a different style, he found it hard to be forthright with her. Through the coaching process, David learned key communication strategies and practices that allowed him to become a stronger partner to his new boss, and regain the respect of his team.
Arthur, a senior leader in a large university, had been promoted quickly until he reached a point where he had to move from being a manager to being a leader. Through 360 assessments and coaching, Arthur learned new behaviors and methods to help him communicate with his larger staff and delegate more effectively. Shifting his focus to larger organizational goals helped Arthur empower his team to take on and perform their jobs better—increasing morale and productivity as well.
Nells, a nonprofit executive director, came into an organization in transition. Key stakeholders were divided on the path forward, staff was functioning below expected levels and there was a lot to be done. Through the coaching process, Nells developed a clear set of priorities, increased his confidence and developed fresh communication strategies. As a result, he was able to successfully navigate a strategic planning process to guide the organization in the new direction, shift staff perspectives to rally around the new direction and reduce his personal stress.
ACHIEVE A PROFESSIONAL TRANSITION
Amy, a physician, was coming off two jobs where she was unable to advocate for her ideas in the organization and felt as though her skills weren’t valued. Before taking another position she wanted to learn strategies to be happier and more effective. Through the coaching process, Amy learned what was important to her in choosing her next position and how some of her habits were standing in her way. As a result of coaching, she learned to identify situations when she needed to do something differently, communicate more effectively, and get the outcome she wanted. She found a new job that was a great fit and felt ready to create positive working relationships with her new co-workers.
Andrea, the long-time director of a well-loved nonprofit, knew that it was time to move on, but wanted to accomplish some key organizational and personal objectives before leaving. Through the coaching process, Andrea was able to effect changes in her leadership style that enabled her to be more direct in making requests of staff, empowering them to step into more responsibility. These shifts also helped her trust her own wisdom in making key decisions. As a result, Andrea successfully led the organization through a major project and supported a successful leadership transition.
Ava, a small business owner, set up regular coaching sessions to help her think through many stages of her business. She focused on specific issues such as diversifying to a new service line, adjusting her leadership style for the various stages in the life of the business, transferring the business to a new owner, and starting the next business. The coaching sessions enabled Ava to consider her options with the guidance of an objective listener, and make often-difficult decisions as to the best way forward with confidence.
Carter, owner of a successful, rapidly growing business, was so engaged in the daily to-do’s and being the “face” of his business, that big-picture strategy was developed on an ad hoc basis and his home life was also suffering. Coaching conversations provided Carter the space to recognize that he needed to spend more time overseeing others and less time “doing.” As a result, Carter was able to prioritize and delegate more effectively, taking on only those tasks where his unique expertise was critical. This allowed him to more effectively support upcoming staff, develop a succession plan, and pursue activities he loved, including spending time with family.
Kyle, a new small business owner, knew that he would benefit by engaging a thought partner as he made key decisions in growing his business. Through monthly calls and check-ins, Kyle was able to tackle personnel and strategy issues that emerged as his business grew and diversified into new markets. As a result, he identified new approaches to vexing personnel challenges, and moved forward with confidence to implement changes.
DEVELOP A PERSONAL PRESENCE
Linda, leader at a mid-sized non-profit, was extremely frustrated, exhausted and ready to leave her job because an “unfair” work situation where she consistently was asked to take on additional tasks. Through somatic coaching, Linda quickly discovered that she had not felt able to set clear boundaries or make requests for help. As a result, she developed an embodied ability to respond to requests with a clear no when necessary and a clear, grounded ability to get support from others so she felt more respected and satisfied in her job.
Cathy, an attorney, had left a job that was quite unsatisfying and wanted to figure out what was next for her and how to pursue it. Personal presence coaching helped her create a new set of physical practices that helped her get in-touch with what was important to her in her work and life and take on the intimidating process of making important connections for her transition with confidence.