Clients say...

“Faced with a complex and challenging problem with multiple possible solutions, the Action Learning methodology enabled us to identify the core issue and a limited number of "best" actions to explore further. As a group we learned more about the problem, solutions, our team, our organization, and the needs of colleagues, and we created an action path forward.”

Senior Executive, Medical Research Group


Clients say...

“In my work with a coach, I was better able to position my skills and role in a shifting/changing environment; doing so saved my job!”

Senior Financial Strategist, Energy


Clients say...

"I changed industry and geographic location for a more senior leadership role. My consistent work with Sue was critical to my transition and success."

Senior Vice President, Insurance


Clients say...

"The work I do with my coach is related to the everyday challenges associated with my role; I leave our sessions with fresh perspectives. My direct reports tell me they appreciate the mentoring approach I am using with them."

Director, Business Unit



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Coaching Process

Prior to beginning the coaching process, there is an Orientation phase when the leader and coach discuss expectations for the coaching process, and the role of the coach and the leader.

Coaching engagements begin with an Assessment phase, which provides data for the coach and leader to craft a development plan. The data is collected from interviews and assessment instruments.

A Development Plan includes specific activities designed to build new skills and balance current strengths in the leader.

The Coaching phase consists of regular sessions focused on a continuous improvement cycle of skill building, practice, and lessons learned. Many sessions are conducted as face-to-face meetings; however, technology resources are used to support the coaching engagement.

Results are measured mid-way and at the close of the coaching engagement. A brief electronic survey instrument asks peers, direct reports, and the leader’s boss to comment on progress in building new skills and behaviors.

Follow-up Coaching

A reinforcement or follow-up phase of coaching is available as needed. The purpose of coaching follow-up is to provide a leader with continued objective and structured reflection related to his/her development.

The benefit of a follow-up coaching phase is that a leader continues to have:
Support to further reinforce the skill focus identified earlier at the onset of the coaching engagement;
Unbiased perspectives on emerging issues; and
Opportunities for focus on new trends.

Coaching Timeline



1 session

Review coaching expectations, coaching process, and roles of coach and leader.


1 session

Review, interview, and assessment results, and performance records.

Development Plan

1 session

Identify opportunities for improvement; prioritize, and set measurable development goals


4-8 sessions
with phone calls or e-mail as needed

Engage in skill building activities that align with development goals, practice new skills and reflect on results with coach.

Measure Results

1 session

Interviews; feedback from others, self assessment