A CEO over four hospitals facing a challenging relationship with his corporate boss implemented a new and successful relationship strategy.
A senior executive at a tech consulting firm overcame her lack of boundaries and telling management style to focus and grow her team to become of the largest and highest producing.
First time Senior pastor at a 1,000 member church to believe in himself as a leader, articulate his mission, values & vision for the church, overcome perfectionism by learning to embrace experimentation and create a purpose-driven culture.
A chief operating officer at a large and growing hospital whose management team faced increasing responsibilities and decreasing resources and who was perceived as arrogant and closed learned to lead through inquiry and vulnerability. His key leaders become less dependent upon him and able to achieve more.
A completed depleted and exhausted hospital CFO found her joy again and energy for the competitive, challenging facing her organization.
A hospital chief operating officer facing challenges of a highly political organization in transition to corporate operating model from a holding company model.
A CEO of a small rural hospital facing board and operational challenges overcame his need for certainty before action and is moving his organization forward.
A newly promoted Chief Nurse Executive became effective in the C-Suite and was able balance the needs of nursing and the operational needs of the hospital.
A hospital department director developed a new open and curious communication style to win over physicians and other stakeholders.
A hospital department director with an overly large span of control become an effective leader and developer of people.
An entrepreneur overwhelmed with by success transformed his business with standardization, automated systems, and clear expectations of others.
An internal candidate and newly promoted Chief Nursing Officer at a large hospital become an effective leader of her former peers.
A hospital Vice President with significant responsibilities to recruit and retain physicians in the outpatient setting was viewed as not serious or technically capable. Coaching helped her to own and trust her significant business and people skills which resulted in a significant raise in pay.
A hospital Director who was not hitting his goals become a highly effective listener and communicator resulting in the multi-department cooperation needed to start hitting his targets.
An RN and manager of a hospital clinical/quality support department uncovered her EQ strengths and opportunities and became a trusted voice and was given new leadership opportunities for significant projects. She is a candidate for promotion.
A PhD Pharmacist Manager in a hospital and in her first significant management responsibilities. During coaching she discovered and embraced her true leadership potential and become an outstanding leader and earned a promotion to Director.
A RN Manager in a hospital with a significant span of control established an effective working relationship with her new supervisor and found the balance between strategic and operational initiatives.
A hospital department director and former client returned for a second engagement to fine tune his leadership style and focus more on the strategic and less on operations. He dealt with his desire to be the answer man and began to coach his subordinates with curiosity. His subordinates blossomed and he gained time and focus.