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Developmental Coaching

Several assessments will be vital in assisting the executive leader in identifying growth opportunities by providing valuable information and feedback to the leader. The leader’s self-awareness is strengthened.

A cornerstone assessment includes an “Interactive 360,” which is conducted in one-on-one interviews by the coach, and a thorough report summarizes the themes and suggested developmental actions.

Studies have shown that investing in the right people in the correct position will maximize the organizations’ returns on the investment to develop them. Leadership Developmental Coaching invests in leaders who show strong potential in holding future leadership positions through the key indicators of abilities, social skills, and drive. These individuals are sometimes categorized as High-Potential Candidates as identified in the organization’s talent identification process.

Besides the Interactive 360, other potential assessments that may be of value are  DISC, SCTi – MAP (Adult Maturity Profile), EQi Assessment, MBTi, Thomas Kilmann Conflict Assessment, Enneagram, Listening Assessments, or others which an organization may have a preference.

See what our clients have said:

Gerri’s add value skill was her ability to quickly assess and individualize my coaching experience with strategic planning and allowing it to organically evolve. She was able to help me see where I was, the situations that I was struggling with, and how those married up with some of the feedback I got in my 360 assessment.

LK
Director of Clinical Operations, Community Oncology (HC System)

Using assessments such as the 360 and the DISC, I’ve been better equipped to understand my personality style and those of my colleagues. I would be able to pre-identify when I would need to be intentional with different responses for the situations that would arise.

CM
VP Operations

I now understand my weaknesses and situations where I’m out of my comfort zone. In working with Gerri, I know how to work through those situations and get in front of them so they’re no longer as uncomfortable, and I can present myself in a more confident way. In the past, I tended to miss out on opportunities because I didn’t want to put myself in those situations where I was uncomfortable.

TC
Controller

Another valuable, timely example is that I was recently appointed the Chairman of Surgery. I had a very important meeting with many people, discussing a sensitive topic with many of our surgeons. I knew that that topic would cause too much unnecessary dissent or arguments. Gerri assisted me in planning for the meeting. My preparation for meetings has become more natural and less about what I want to gain and more about helping the other person see that we have mutual needs; consequently, the burden level of my demands becomes minimized.

SE
Chair of the Department of Surgery, Chief of Thoracic Surgery and Director Robotic Thoracic Oncology (HC System)

Through the tools and skills, Gerri was able to help me develop self-awareness, self-regulation, building relationships, looking for areas of agreement, and looking at the big picture. I shifted my focus from what wasn’t working well to finding a way to make my situation work well, and I don’t think I would have gotten through this period of my career without her help. At least not as successful.

SE
Chief of Surgery (HC System in SE)

As a result of coaching with Gerri, I’m more of a believer that the root of all of this is self-awareness. That’s where it begins. If you don’t have awareness, how can you manage the energies around you and yourself.

A Co-worker sought me out to get my opinion on a situation as she saw that I had become “very observant to the non-verbal”. That was validation for me and I like that people have noticed that change in me.

IR
Staff Specialist – Project Management (Federal Credit Union)