To begin the coaching process we utilize a number of supportive tools starting with our Integrated Leadership Self-Assessment™ to determine strengths and developmental areas from the leader’s perspective. To gain a deeper understanding of the leader’s communication and behavior style we prefer to use the DISC assessment tool. We also review and incorporate feedback from any instruments that the client company might already be using. In addition to DISC, we are qualified in a variety of instruments including BarOn EQ, Benchmarks, CDP 360, CPI 260, Firo B, MBTI, and Workplace Big Five. We work with our clients to determine what assessments instruments best meet their needs. In addition, we suggest the use of our qualitative Integrated Leadership 360-Feedback Interview Process to determine the leader’s strengths and developmental areas as perceived by others.

We conduct face-to-face executive coaching, but we also firmly believe in the power of virtual coaching, and deliver coaching using both approaches. We have coached leaders from around the world using a complete virtual approach and have never met face-to-face with some of our clients.

We remain flexible in our scheduling and adapt to the requirements of clients, but, generally, we suggest meeting with leaders for hour-long coaching sessions, every other week. An ideal timeframe for sustainable behavioral change and development is one year, but many of our client corporations operate their coaching programs in six- and nine-month time frames.

We believe that coaching should support both the individual’s and the organization’s goals and we consider our clients to be both the leader being coached and the organization contracting with us. We believe it’s good to involve the leader’s boss in the coaching process by having three-way conversations (coach, leader and boss). This helps to ensure that the leader’s goals are aligned with the organization’s goals and enables the boss to provide support in the development process. We also provide an Integrated Leadership Progress Survey toward the end of coaching to help the organization evaluate the return on its investment. However, in order to create trust and a truly safe place for learning to take place within the coaching relationship, all conversations between the coach and the leader are confidential and any information that is shared with senior management is shared with the consent of the leader being coached.