Based on theory – Built on experience 

 

Leadership at the center

I believe leaders have much greater impact than they realize. They have the capacity to positively (or negatively) affect people’s lives in the pursuit of creating business results.

Leaders are culture bearers in organizations and talent developers in their teams. This is why  I focus on developing leaders as a starting point by expanding awareness of the values, behaviors and intentions  by which they lead and by increasing the positive impact they desire to make.

Powerful questions and telling the truth

I believe in the power of asking fundamental questions to move people closer to seeing who they really are and creating larger vision for where they want to go. It involves letting go of assumptions and seeing oneself and situation with fresh eyes.

I help organizations and leaders ask questions that encourage open and honest dialogue about what really matters. This requires creating conditions for speaking the truth, challenging perceptions and thereby opening new possibilities for decision and action.


Integration of reflection and action

I believe development requires the ability for integrating reflection and action. It’s easy to get immersed in daily demands and competing priorities leaving little time for reflecting on potential changes that could make a significant difference.

It’s important to prioritize “getting on the balcony” and seeing the bigger picture to make more effective and more enlightened business and leadership decisions.

Passion for compassion

I believe you bring out the best performance in people when you lead with compassion, focusing on positive intentions and capacity for growth. People perform at their best when treated with respect and trust, when challenged and given honest feedback in a way that inspires development.

This belief underpins humanistic development theory and guides my own approach to working with developing leadership capabilities in organizations and developing individual leaders in a coaching context.