We exist to make the world a better place - one courageous conversation, one liberating truth, and one great leader at a time.

I believe that my leadership style has been Affiliative/Servant providing a solid vision of value prioritization delivery and creating collaborative teams while supporting the various emotional needs. This has the core of my coaching style, which includes being authentic and transparent.

My clients say that I am Inquisitive, compassionate, direct, and open - helping my clients dig deep and find the hidden motivations, values, and desires driving them and potentially blocking them from achieving their goals.

Mid-level leaders, especially Directors in my experience, are the most problematic leadership level; this is where initiatives defined by the senior leadership lives or stalls. This can be a very jaded group. Yet they are also learning how to develop their own style and wondering if they want to grow more in the organization.

Most of my work with individual contributors is mostly with teams. Coaching groups is very interesting because the team has a unique persona based on all the people on the team. It is even more interesting to see how the team persona morphs as people move in and out.

The whole, Forming, Storming, Norming, Performing stages come into play.

I also work with individuals on the team, and things arise, conflict management, process updating, and, of course, as the individual wants to move up in the organization.

New managers are often hungry and easily have goals of moving upward. The challenge is that they are usually promoted because of their technical skills of the job and have limited people management/leadership skills. HR departments still call these soft skills, however, for leaders their are actually core skills.