EXECUTIVE & LEADERSHIP COACHING
Develop, transition and engage your team and stakeholders.
Achieve your key objectives.
Leadership coaching does all this and more.
Spark Success provides coaching to executives and leaders as well as for self-leaders. Coaching is tailored to the goals of each person, team and/or organization. First, we get clear on what it is a client wants to achieve through coaching, set a baseline measurement for each goal, coach towards the achievement of those goals, have quarterly check-in’s to rate progress with and refine goals, and support people with the opportunities and challenges along the way.
1. Have initial complimentary, 30-minute discovery call
2. Coach and client finalize the Coaching Agreement
3. Coach sends and client completes the Welcome Package
4. Initial formal coaching session to debrief the Welcome Package, determine over-arching goals, and create a baseline measurement for the goals
5. Ongoing bi-weekly, 55-minute coaching sessions based on the client’s agenda
6. 3-month reviews to reflect on progress and refine goals (complete in coaching session)
7. Where there is a corporate sponsor, at 1-month, have a 3-way conversation with the organizational sponsor, client, and coach to determine mutual objectives for the coaching engagement and create alignment. Then, a month prior to the end date of the coaching engagement, have another 3-way conversation to assess progress and next steps.
8. Initial term is 6 or 12 months
9. Includes Welcome Package, 2 coaching sessions per month, optional quick check-in’s by the client with the coach in between session, resources (articles, tools, free assessments), and one, third-party assessment that the Coach is qualified to administer
From Pigeon-holed to the C-Suite:
Julia was a high-achieving manager who felt pigeon-holed in an area of the organization that had low visibility. Whenever she approached her boss about career path development, she received little to no direction.
We started looking at how she could be more visible with other decision makers. She had a mentor with whom she met once a month and decided to ask her mentor what volunteer opportunities might be available to contribute to and show her value.
The mentor immediately mentioned an opening in a role that had a direct line to the executive team of the organization. Julia applied for and got the job. She was then able to demonstrate her visioning, planning and leadership skills. Within 6 months, she was further promoted to the executive team with expanded responsibility.
From “Perfect” to Authentic – Developing a Leader’s Confidence, Relationship Building, and Engagement Skills:
Chris was a senior level leader in his organization who excelled in his role. Despite a confident exterior he was plagued by imposter syndrome and often questioned himself. He also had specific area for development, empathy.
As Chris identified and focused in on his values, demonstrated and led by those values, and had positive results – rather than thinking he needed to be somebody other than himself – his imposter syndrome subsided, and his empathy skills increased.
Through our coaching, Chris was able to build closer relationships with more people, be more relatable when presenting, coaching and mentoring others, and share more about his philosophy and values. People were able to see Chris as a human rather than a boss who “had it all together” and who seemed unapproachable.
Within a year, Chris was promoted to global leadership in his area of the business.
Shifting from Tactical to Strategic:
Joseph was an expert at achieving sales that were consistently far above expectations. He was quickly promoted and at mid-life was a leader of leaders. However, he was still operating at a tactical level, getting into the weeds with the sales team members and not growing his direct report leaders to the degree that would allow him to be more strategic.
In order to progress in his career, which he very much wanted, Joseph needed to get out of the tactical and focus on strategy. He had received this feedback from his leader. Through examining what was at play, we were able to find a way for him to fulfill his strengths and values in new ways. Instead of getting overly involved when he was worried a deal was at stake, he groomed his direct reports to be the leaders that he needed them to be and who they wanted to be. This allowed him to trust that they would handle what he would no longer be involved with and for him to apply his strengths and values to focus on the bigger picture and create a vision, strategy and plan.
As a result, Joseph was promoted to the next level in his area, promoted one of his direct report leaders to fill his prior position, and now leads both his prior team and two related teams.