Leadership Coaching

Hire your own “thinking partner” to help you process and deal with issues and plans for the future. Currently, clients include executives in high-tech, banking, finance, pharmaceuticals, retail, government agencies and public utilities.

Your focus may include:

  • Preparing for your next-level leadership position.
  • Enhancing organizational performance and communications.
  • Mastering new roles and relationships.
  • Creating visions and strategic plans.
  • Finding better solutions for dealing with difficult people and situations.
  • Having a reserve of time, energy and money.
  • Experiencing fulfillment and success.
  • Mentoring for both internal and external coaches.

Most of the coaching is done by phone, yet the coaching arrangement may include:

  • In person on-site intake sessions
  • In person coaching in Phoenix, Arizona or on-location as necessary
  • Communication and Emotional Intelligence Assessments
  • Conflict Mediation and Resolution
  • Team Coaching
  • Strategic Planning

Contracts and fees are agreed on after we determine the goals and length of the arrangement.

Contact us for more information.

AMA Study Finds More Use of High-Level Coaching
by Agatha Gilmore

Today, many organizations aim to grow by accelerating talent development as much as possible. According to a new study by the American Management Association (AMA), coaching has become one increasingly popular way to do it.

The study, “Coaching: A Global Study of Successful Practices,” surveyed more than 1,000 business leaders around the world and found use of coaching as a means of increasing individual productivity was up. Nearly 60 percent of North American companies use coaching for high potentials frequently or a great deal, and about 42 percent use coaching of executives to the same extent. These percentages were higher in the international sample.

Contrarily, only 37 percent of North American respondents and less than 30 percent of international respondents said they used coaching to help problem employees.

“We’re all expecting more out of individual performers,” said Edward Reilly, president and CEO of AMA. “I think coaching has been found to be another effective tool in terms of talent development, and it makes sense to invest in that type of development. It’s also pretty clear that the reduction [in coaching for low performers] comes from trend to learner, more competitive companies with probably less tolerance for long-term carrying of people who are not performing. Extensive amounts of intervention are probably not as common as they might have been a decade or two ago.”

The study’s findings also tie into issues surrounding Generation Y employees’ entry into the workforce. These young workers are known for their social networking and their need for mentoring and guidance. Coaching is not only desired but expected by Gen Yers, but many recognize it’s something they must earn in today’s marketplace.

“I think younger people see [coaching] as an important part of their long-term deal with the company,” Reilly said. “Part of their compensation is the company’s efforts to develop them as individuals and as managers.”

The AMA study also found the type of coaching offered has an impact on the effect. For example, it appears external coaches can be more individually effective, while internal coaches tend to be more cost-efficient in the long term.

“Internal coaches often provide lower cost of services, exhibit more consistency in methods and understand the organizational culture,” said the AMA study. “However, they may also be perceived as less credible. Leaders may consider internal coaches to be less confidential. ”

The study’s authors cite a 2007 report titled “Executive Coaching for Results,” in which 59 percent of leaders indicated a preference for external coaches, while only 12 percent preferred internal coaches.

“External coaches can bring greater objectivity, fresher perspectives, higher levels of confidentiality and experience in many different
organizations, industries and business environments, ” they wrote.

Regardless of what kind of coaches an organization chooses, the AMA study showed, in these troubled economic times, organizations likely will find more value than ever in leveraging coaching.

“Generally speaking, our team believes that coaching will continue to expand and mature as an important leadership development practice,” said the authors. “We expect that coaching will become one of the keys to developing and retaining scarce talent in the future, and we think companies that learn to leverage it well will have a significant competitive advantage in the global marketplace. ”

To see a full copy of the free AMA study, visit www.amanet.org and register to view their research and surveys in their Free Resource section.


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