Services | Leading with Heart

Our Services

We work endlessly to provide the tools, systems and trainings to every leader regardless of company/ level/ industry until they are successfully leading with heart

Coaching and Training Programs

One of the more popular and in-demand coaching programs designed to help leaders gain skill and comfort in delivering hard feedback including holding people accountable for under-performance while still motivating and developing them. Examples of difficult conversations include: holding a subordinate accountable for poor performance, confronting a peer who is sabotaging your success, negotiating your salary for a new position, giving bad news to your boss, responding to multiple job offers, and many others.
Formats: Half-day and Full-day

Leaders, especially those who have been around awhile, often grew up in hierarchical, authoritarian organizations and are now being asked to get things done in matrix organizations where leaders must influence those with whom they have no direct authority. To complicate matters further, virtual work environments have all but replaced in-person offices as the standard form of communication for many businesses. Like Non-leaders, leaders often haphazardly fall into relationships and lack the tools necessary to communicate and collaborate with diverse teams. These people who think differently, come from different cultural backgrounds, have vastly different work and personal experiences and are motivated by various interests. This program provides practical tools to help leaders become more mindful of how they think, act, and behave, Lead with a sense of purpose, and influence others with compassion versus might.

The purpose of this training is to equip Managers with coaching skills to improve their effectiveness in managing, motivating, and developing others. Participants of this course will learn about coaching, discuss real-world examples of applying coaching skills and, most importantly, practice coaching. Outcomes of this training include:

Understand the difference between coaching, mentoring, and supervision
Learn and practice four coaching skills used by professional coaches
Learn the application of these skills to your organization’s specific work environment
Learn how to use coaching skills for managing performance and developing employees

Formats: Half-day, Full-day, and 3-week (2 -3 hours per week)

Assessments We Use

Proprietary Diagnostic Assessment producing the following outcomes:

Employees feel heard, acknowledged and validated, while also instilling hope and optimism about a commitment for positive change
Insights into the perceptions of stakeholders across the organization that could have not been obtained by other means of information gathering
Clear and specific set of recommendations to create positive changes across the organization or within a specific business unit
The beginning of the change process – the diagnostic is an intervention in and of itself as the process produces its own benefits, both direct, such as instilling hope and optimism, acknowledging and validating employees, and indirect, such as creating buzz throughout the organization or business unit and raising awareness about the organization or business unit’s current and desired future state.

Proprietary interview-based process of 8-10 key stakeholders, which includes in-depth interpretive report of perceived strengths, organizational challenges, developmental themes, specific behavioral suggestions, and “one piece of advice” feedback.
Proprietary interview-based process of 4-5 stakeholders used for performance management coaching to identify problematic behaviors

Korn Ferry/Hay Group’s Emotional & Social Competency Inventory (ESCI)
KF360
Lominger VOICES 360

Hogan Personality Inventory (HPI)
Hogan Development Survey (HDS)
Motives, Values, Preferences Inventory (MVPI)
Hogan Flash Report
TriMetrix DNA (DISC) Assessment
MBTI
Thomas-Kilmann Conflict Mode Instrument
Strong Interest Inventory

Coaching Case Examples

Senior Leaders – SVP’s / EVP’s / C-Suite

Engagement Type: Leadership Development

The Leader: Enterprise Chair of large academic medical center

The Situation: Organization had grown quickly through acquisitions and recently changed to a service line model; leader identified to lead service line across entire enterprise

The Approach: Hogan Lead Series assessments, DISC assessment, interview-based 360 feedback, review of internal documents, individualized leadership development plan, two 3-way leader-manager-coach meetings, one 3-way clinical leader-service line administrative lead-coach meeting, 12 executive coaching sessions over 9 months

In the Leader’s words: “I was at the organization for over 12 years, serving as an academic chair of a large, profitable department, which had more than doubled in faculty, staff and app size. The clinical leadership, after several starts and stops, rolled out a robust service line structure. I was chosen to lead a large service line, which extended to 14 hospitals. Dr. Jeff was of tremendous assistance to me – helping me fully understand my personality strengths and weaknesses, tactics for resolving conflicts and methods of creating stakeholder engagement. Moreover, his thoughtful but focused attitude, I would call it a no nonsense attitude, led me to do real work on being the best possible service line leader for my organization. He has remained engaged in my new position, and importantly, he served as my advocate with my direct superiors, making it clear that I had taken the executive coaching experience seriously, and had shown clear evidence of progress.”

Engagement Type: Developing and Motivating Others

The Leader: Chief Financial Officer, global pharmaceutical company division

The Situation: Need to keep motivation and engagement under tough conditions.

The Approach: Hogan Insight assessments, online 360 feedback, leader-manager-coach meeting, individualized leadership development plan, 12 executive coaching sessions over 6 months

In the Leader’s Words: I found tremendous value working with Jeff through a coaching engagement. Jeff’s ability to get to the heart of any topic and give brilliant advice made it possible to solve problems in real time. Jeff’s coaching helped me build powerful habits that have made me a stronger leader.

Engagement Type: Expansion of Role for company that is growing quickly through market expansion and acquisitions

The Leader: Chief Commercial Officer of medical supply company

The Situation: Newly hired to lead market expansion across medical, environmental, and scientific analysis customer segments

The Approach: Hogan Insight Series assessments, online 360, individualized leadership development plan, 3-way leader-manager-coach meeting, biweekly coaching for 4 months

In the Leader’s words: I joined an new organization at the executive level, immediately serving on the Board of Directors while also assuming leadership of the commercial business. The organization was small, with high aspirations for growth. Process and structure were lacking severely as was an awareness of these gaps at the executive level. The Hogan assessment, and 360 feedback exercise along with Jeff’s active coaching helped me quickly frame the situation and understand how to best navigate forward. Over the course of 18 months, we have transformed the business, far surpassing previous growth expectations.

Mid-level Leaders – Managers / Directors / VP’s

Engagement Type: Executive MBA Coaching

The Leader: Sales manager for global analytical instrumentation manufacturing company who was getting their executive MBA

The Situation: Identify and leverage leadership competency strengths and develop competencies to prepare for next level

The Approach: Online 360, individualized development plan, 16 months of coaching

In the Leader’s words: The most powerful guidance Jeff provided me was to be my true authentic self. I came into the coaching thinking I needed to change. “I’m too accessible to people, I can’t get anything done, I need to minimize distractions.” At that point, Jeff knew me well and knew that my strength was my ability to connect with people. He said, not only is it your strength, but you thrive on it. If you remove the people interaction, you will not love what you do. Instead, he suggested that I learn how to work my schedule to plan for it: to make myself available, but also make time for myself. I practice this all the time, and not only has it helped me thrive in my career, but it’s ensured that I keep that passion for what I do. This has led to my most recent position leading global strategy and programs. I was chosen for the role because my manager said no one knows how to network and connect with people the way I do.

Engagement Type: Performance Management Coaching

The Leader: Highly talented, globally known and respected surgeon

The Situation: Difficulty adapting to culture at new organization; Needed help with conflict resolution and relationship building

The Approach: HR and manager consult, 360 interviews, individualized plan, 3-months of biweekly coaching, role play, in-between session consults with the leader

In the Leader’s words: “I came into a new hospital organization and encountered a challenging culture with tribal elements. At the same time, we had to build a new clinical program and navigate these elements. The coaching was extremely effective in helping me manage and build important relationships and more effectively handle conflict.”

Engagement Type: Transition to New Role

The Leader: Vice President of Financial Operations and Budget of large academic medical center

The Situation: After extensive search and review, Leader was selected to a new role which was a significant increase in their scope of responsibilities

The Approach: HR and manager consult, 360 interviews, individualized plan, 3-months of biweekly coaching, role play, in-between session consults with the leader

Onboarding & Transition – Newly Hired or Placed

Newly Hired Case Example

Engagement Type: Onboarding and First Year

The Leader: Executive Vice President, large health system

The Situation: Hired as first-in-role to build systems across a large complex enterprise

The Approach: Pre-hire selection assessment and analysis, interview with hiring manager, Hogan Lead Series assessments, interview-based 360 feedback, leader-manager-coach meeting, individualized leadership development plan, 24 executive coaching sessions over one-year

In the Leader’s words: The thorough assessments that were conducted during my candidacy reassured me that I was a good fit for the role. The coaching and assessments during year one helped me to turn the ‘fit’ into outstanding business results. I am now a firm believer in conducting thorough assessments during recruitment, and then utilizing coaching during extended onboarding. Large organizations should adopt this as a best practice.