"Emersus Consulting helped develop our
leaders into competent people managers.
Our consultant quickly established trust and
rapport with our cynical executives,
allowing valuable changes to occur."
Jorgensen, Senior Vice President
O.C. Tanner Company
coaching in four essential ways....
to Improve Performance
performance coaching focuses on changing attitudes,
behaviors and skills that impair leadership success.
Many leaders who seek coaching to improve performance
are quite successful in their technical areas, but
because of their interpersonal styles create havoc
around them. These attitudes and behaviors that
devastate an organization can be altered to
dramatically improve the work climate.
the other hand, not all executives seek coaching for
disruptive interpersonal styles, rather they do so to
develop skill competencies related to self-management,
organizational savvy and/or other skills critical for
success in their current leadership positions.
to Prepare for Future Promotions
that select coaching for future development may do so
as part of succession planning programs. When such
formal career planning does not exist, many
corporations nonetheless realize they need to prepare
executives and managers for potential future positions
or new job assignments. Deciding to provide this
coaching may mean the difference of success or
failure for an executive when promoted.
individuals selected for new positions are chosen
because of success in previous roles. While the logic
for such a choice seems reasonable, past success may
not lead to future success in jobs requiring
dramatically new skill sets. Organizations can
avoid setting-up executives for the clichéd "Peter
Principle" by insuring that they
deliberately select and prepare them for new
for the Executive's Agenda
by the executive's unique needs, this confidential
consultation provides a place for the executive to
safely discuss the demands and responsibilities of
isolated top-level positions.
Management Coaching for the Engineer, Scientist, or Technician
Consultation on making the jump from technical resource to manager.
A record of successful technical achievement often leads key employees into management roles. But doing outstanding technical work is much different than directing outstanding work. Why do some make the transition easily and others do not? Isn't technical leadership something that comes naturally?
are still stunned how coaching turned around
this manager's performance. He was close to
losing his job and now he is one of our top