About the Coach

Your world isn’t simple. It’s complex. Sometimes it’s chaotic.

You don’t need the Ikea of coaching; simple solutions only work for simple problems. What you want is a coach who appreciates the intricacy of your environment — someone who isn’t afraid of ambiguity and can help find “true north” in an ever-changing landscape. I match complexity with complexity.

I work with professionals who are seeking a new perspective – a “periscope view” of the of the systems they operate in. My clients are the next generation of leaders; they are first time managers, middle managers, entrepreneurs, project leaders, and professionals from L&OD and HR. They come to coaching with a mission to transform themselves, their teams, and their organizations.

In coaching sessions, I help my clients:

  • Develop confidence in their skills and knowledge
  • Align themselves and their teams to organization goals
  • Understand organization politics and learn how to influence others
  • Build cooperative and productive work teams that grow, collaborate, and endure
  • Mentor, train and develop colleagues or direct-reports
  • Recognize and reward individual and team efforts and successes
  • Provide their teams with appropriate challenges and the tools to achieve them
  • Establish clear, consistent and realistic expectations
  • Deal with problems directly and immediately
  • Cultivate trust for each other, their leaders, and the organization as a whole

 

People management is more than resource management.

Many of today’s ambitious start-ups and even some of the most successful tech businesses are hemorrhaging their best and brightest talent because of burnout and poor leadership. I’m hearing from professionals on a weekly basis that their workplaces operate as mini-fiefdoms where management overlords build strategy in silos, take credit for individual or team successes, spread self-doubt among direct reports, and punish staff who don’t deliver to their unpredictable and shifting standards.

It’s time we flip the management chess board and consider a new model of leadership.

Research shows that leaders get better results when they put the ‘human’ back in ‘human resources’:

  • By shifting the focus from skills individuals lack to skills individuals have mastered, organizations can improve leadership effectiveness, enhance organizational capability, and boost employee well-being. (Linley, 2009)
  • Employees with greater life satisfaction collect and recall information about the jobs better (Judge & Lock 1993), are more cooperative and helpful in their teams (Spector 1997), and score higher in job performance reviews (Cote, 1997; Staw, Sutton & Pelled, 1997).
  • Organizations with higher levels of employee well-being report higher profit returns that their peers with low employee well-being (Hater & Schmidt, 2000; Harter et al., 2003).
  • In a meta analysis of nearly 8,000 companies and 198,514 employees, researchers found that: 1. having opinions recognized and considered, 2. feeling like your supervisor cares about you personally, 3. knowing what is expected of you in your role, and 4. having opportunities to learn and grow at work, resulted in increased productivity, profit, and customer loyalty, and a decrease in employee turnover (Harter et al, 2003).

The evidence is clear and has been consistent for decades: caring for your employees equals positive returns for organizations which is why I’m passionate about preparing the next generation of leaders for organizational success. Everyone has had a job that burned them out, caused them health issues, damaged important relationships, and resulted in unhappiness or dissatisfaction with life. Let’s break that cycle because if you don’t have a happy, healthy, hardworking, and loyal team, then you are wasting your most important asset.

 

He who knows others is wise; he who knows himself is enlightened. – Lao Tzu

As your coach, I will help you discover your strengths, understand how they are best utilized, and deploy them for best possible outcomes. Here are my personal strengths, how they are expressed in coaching, and how they help my coaching clients:

I contribute a contagious and dynamic kind of enthusiasm and energy that cultivates optimism, reinforces resiliency, and leads to solution focused thinking. In times of change and ambiguity, this kind of activated positive emotion is essential to sustaining personal mastery, nurturing well-being, limiting automatic negative thoughts, and managing anxiety.

I engage in your story and unique challenges with a curiosity and interest that leads to more than understanding in isolation; I help you develop a map of the entire system. By deep-diving into the complexities of your circumstance, I help you discover connections between seemingly unrelated data that adds nuance to both your understanding and your response.

I bring perspective and wisdom to decision making processes. No one becomes wise because they’ve “seen it all” – there are plenty of foolish CEOs out there to prove this theory false. Wisdom instead is a product of self-reflection whereby a person integrates feeling, rationality, and the needs of others to accommodate challenges. I help my clients understand the full spectrum of their circumstances so that they may accept what is not changeable and transcend the limitations of what is.

I value fairness and equity in conflict resolution, seeking to make ethical and balanced decisions inclusive of myself and others. Likewise, I help my clients approach the complexity of their own moral conflicts by balancing personal desires, social relationships, and moral principles.

I meet personal and professional challenges with bravery and resiliency, preferring to face my fears rather than avoid them. As a coach, I pass this skill to my clients by helping cultivate good judgement in response to fears, reinforcing their unique capabilities and potential, validating their intentions and efforts, and encouraging self-acceptance.

Read my client testimonials to hear what others have to say and to see for yourself how these traits make a difference in coaching.

 

If you’re a professional then your coach should be too.

The skills and qualifications of coaches varies significantly; some have certificates they earned in a single week-long course and some have zero qualifications at all. Most know how to use basic coaching models like GROW and many rely on their personal experience to find solutions, which means they can handle familiar contexts and linear goals but quickly become overwhelmed with complex goals that require a nuanced, adaptive or principled approach.

In 2015, I completed a Masters of Science in Coaching Psychology from the University of Sydney (a world-ranked top 50 school). This qualification has prepared me to work with individuals, teams and organizations beyond the simplistic and linear models of mainstream coaches, to understanding the foundations of human behavior and development. As a coach, I pride myself on being able to explain not just what I do but also how it works and why we should do it — a type of coaching known as evidence based coaching which draws on a growing repository of knowledge from scientific study, experimentation, and peer review.

Below is a chart comparing my training with the requirements of ICF Associate Certified Coaches — the most prevalent coach training program and accrediting body:

 

If you’re serious about change and ready to take the next steps, then click here to book free 20-min phone call with me to discuss your coaching needs and explore the next steps.

For more information on me as a coach, visit my LinkedIn profile.

 


Harter, J. K., & Oldham, G. R. (1976). Validation of a performance-related and actionable management tool: A meta-analysis and utility analysis (Gallup Technical Report). Lincoln, NE: Gallup Organization.

Harter, J. K., Schmidt, F. L., & Keyes, C. L. M. (2003). Well-being in the workplace and its relationship to business outcomes: A review of the Gallup studies. In C. L. M. Keyes & J. Haidt (Eds.), Flourishing: Positive psychology and the life well-lived (pp. 205-224). Washington, DC: American Psychological Association.

Judge, T. A., & Locke, E. A. (1993). Effect of dysfunctional though processes on subjective well-being and job satisfaction. Journal of Applied Psychology, 78(3), 475-490.

Linley, P. (2009). Strengths Coaching with Leaders. International Coaching Psychology Review4(1), 37-48.

Spector, P. E. (1997). Job satisfaction: Application, assessment, cause and consequences. Thousand Oaks, CA: Sage.

Staw, B. M., Sutton, R. I., & Pelled, L. H. (1994). Employee positive emotion and favorable outcomes at the workplace. Organization Science, 5, 51-71.