Click on each box to see client experiences and results.
too nice need to not bold need immediate results need to hone your leadership edge too me focused too opinionated competing for the next role too bold too critical of others too slow to make decisions too blunt or too bold too intense need to build relationships need to work smarter, not harder
A group of 18 high potential financial professionals in Asia receives immediately actionable feedback during a customized 3-day experience using assessment and group simulations.
A high performing marketing exec lost confidence. After assessment, coaching and practice in simulated and real settings, she exceeds previous results and is chosen for a broader role in less than 8 weeks.
A CFO uses coaching to help successfully navigate a year of unprecedented activity leading to the successful sale of a Fortune 500 company.
One out of a group of potential successors takes action on stakeholder feedback and is deemed more bold within 6 months.
A partner uses assessment and coaching to better prioritize. He deems himself “1000 times more effective at picking up the phone” and drives sales in his region.
270 leaders participate in a coaching program. 6 months after the program, 72% of their stakeholders still rate them as more effective than prior to.
A country manager reports having 20% more energy to focus on strategic activities after applying more effective ways of managing people.
A deputy director with a defense contractor states that his improved delegation of decision - making has likely saved “millions” of dollars.
A managing director is promoted to a country lead and accepts an ex-patriate position after learning how to better leverage his strengths and close gaps in how he is perceived.
The top performing female in a Fortune 500 company receives new position ahead of schedule after expert observation and feedback reveal areas of perceived weakness that she was not aware existed.
A top corporate defense lawyer retains more people after learning ways to adapt his leadership style.
A PhD level scientist receives advice and practice in handling difficult people and improves his perceived impact.
A chief officer finally receives the feedback that the board does not value his input because of the way he states his opinion. He changes and his input is listened to.
A very smart leader wasn’t making the impact expected because she had not built relationships. She learned to work differently and gained respect of her peers before her next performance review.
1000 client managers improve their ability to sell as a team after a 2 day custom group coaching experience.
A CFO has his assessment results reviewed again to leverage strengths within the first 90 days of taking a new role.