My 1:1 coaching is generally with C-level and senior executives. Most of my clients are either preparing for advancement to higher level executive roles, have recently assumed higher level roles, or are founders of organizations they founded that are now scaling or transforming.
Just like all high performing athletes have coaches, my coaching clients have been successful in their careers but value having a trusted and experienced partner to talk through plans, actions, and challenges. The consistent theme amongst all my clients is that they are looking to improve the performance of their teams, businesses, and relationships by developing their own leadership skills.
It is critical to me that my work isn’t just an exploration of theories, but that it leads to implementation and action. As such, while many coaches limit themselves to only asking probing questions to help their clients uncover answers for themselves, I take a slightly different approach.
Having spent over two decades leading senior business teams in operating companies, my approach is not only to ask questions from a detached perspective, but also to share thoughts and observations based on my own experiences.
My work as a coach is based on the premise that leadership is a skill that can be learned and improved through self-reflection and practice. I take a co-collaborative approach to teaching and developing practical applications for those skills, and I work to be a confidential, trusted, partner who helps you further develop your own leadership skills and address challenges within your team, business, and life.
Coaching conversations generally do not have predetermined agendas since Ilife and business move fast enough that there’s always relevant real-time topics to be discussed. In working on those issues, we not only address the immediate issue at hand, but also identify higher-level lessons and actions for long-term improvements.
Cordell