Nathan M / Hospital COO

I began coaching Nathan M just after he was promoted to a new position of Chief Operating Officer from his previous role as Chief Nursing Officer. We quickly established a relationship of trust, and he confided in me that despite glowing references about his abilities, he felt a sense of insecurity about his competency in the new role and his ability to be successful. I asked him to think about what he most wanted from himself and his career in healthcare and share that with me. It turned out that was most important to him was using his natural talents and experience to make a bigger difference in the world around him. We then focused attention on analyses of his strengths, personality traits, and 360 feedback from others. Eventually, he created a plan for himself for the future, which drew on his strengths, opportunities for advancement of his personal and professional objectives and personal goals. Along the way we were also able to challenge some of his underlying beliefs and narratives getting in the way of his success. Eventually he implemented a plan of action with greater confidence and successful results.

Nathan M / Hospital COO

I began coaching Nathan M just after he was promoted to a new position of Chief Operating Officer from his previous role as Chief Nursing Officer. We quickly established a relationship of trust, and he confided in me that despite glowing references about his abilities, he felt a sense of insecurity about his competency in the new role and his ability to be successful. I asked him to think about what he most wanted from himself and his career in healthcare and share that with me. It turned out that was most important to him was using his natural talents and experience to make a bigger difference in the world around him. We then focused attention on analyses of his strengths, personality traits, and 360 feedback from others. Eventually, he created a plan for himself for the future, which drew on his strengths, opportunities for advancement of his personal and professional objectives and personal goals. Along the way we were also able to challenge some of his underlying beliefs and narratives getting in the way of his success. Eventually he implemented a plan of action with greater confidence and successful results.

Dr Keith P / ER Medical Director

Dr. Keith P was a hard driving, achievement-oriented physician leader with a dominant personality having just gotten a new assignment as Department Director. Although he had a reputation of being an outstanding clinician, he was having trouble communicating with and relating to his team. Following a review of his behavior traits, strengths, and feedback from others around him, including his boss, his reports, and his colleagues, we formulated an action plan which incorporated, among other things, a focus on his executive presence, listening effectiveness and communications strategy. Building on identified strengths, he implemented a more strategic approach to communication and relationships with others around him, resulting in positive feedback from colleagues, reports and his boss, and a record of positive accomplishments.

Dr Keith P / ER Medical Director

Dr. Keith P was a hard driving, achievement-oriented physician leader with a dominant personality having just gotten a new assignment as Department Director. Although he had a reputation of being an outstanding clinician, he was having trouble communicating with and relating to his team. Following a review of his behavior traits, strengths, and feedback from others around him, including his boss, his reports, and his colleagues, we formulated an action plan which incorporated, among other things, a focus on his executive presence, listening effectiveness and communications strategy. Building on identified strengths, he implemented a more strategic approach to communication and relationships with others around him, resulting in positive feedback from colleagues, reports and his boss, and a record of positive accomplishments.

Susan O / 
Marketing Vice
President

Susan O is a talented, ambitious, achievement-oriented Hospital VP, who was having some issues with communications within her team. While her team members were highly motivated, there were frequent squabbles created by two of them and she felt the attention required to handle these two was taking her away from other duties and demoralizing other members of her team. Our focus began with an analysis of her strengths, and values, and a determination of what kind of leader she really wanted to be going forward. Once we worked this out, we worked on her presence, her ability to set boundaries, and her assertiveness and communication style. We agreed on an approach and did some role-playing as well. Eventually, she came to view her challenges as opportunities to enhance her leadership skills and address the issues with those two members of her team. This helped her gain back productive time, focus on the most important functions of her job and improve the morale and functioning of her team.

Susan O / Marketing Vice President

Susan O is a talented, ambitious, achievement-oriented Hospital VP, who was having some issues with communications within her team. While her team members were highly motivated, there were frequent squabbles created by two of them and she felt the attention required to handle these two was taking her away from other duties and demoralizing other members of her team. Our focus began with an analysis of her strengths, and values, and a determination of what kind of leader she really wanted to be going forward. Once we worked this out, we worked on her presence, her ability to set boundaries, and her assertiveness and communication style. We agreed on an approach and did some role-playing as well. Eventually, she came to view her challenges as opportunities to enhance her leadership skills and address the issues with those two members of her team. This helped her gain back productive time, focus on the most important functions of her job and improve the morale and functioning of her team.