Transformative leadership coaching services for executives

TLO'S coaching consultation program

If you need to strengthen, develop, or expand your leadership talents, at some point you will need to learn how to leverage your own work and life experiences into learning experiments that show you how to become the leader you both need and want to be. You will need to learn how to design and implement self-directed learning experiments that…

  • Improve the leadership skills you already have,

  • Develop the new leadership skills you need to succeed in your organization, and

  • Reframe the outdated modes of interpreting the leadership issues you're currently facing in ways that will help you respond more effectively.

I've taken all that I know about learning, (e.g., techniques like focused attention, deliberate practice, and experiential learning) and integrated these elements into an approach to leadership development that can be tailored to your particular developmental needs. Here's a brief description of its basic steps:

step 1: Exploratory CONVERSATIONS

I begin each of my Coaching Consultation Programs for Leaders by inviting you into an Exploratory Conversation that's designed to introduce us to one another, assess whether together we might become trustworthy companions for the learning journey ahead, and talk a bit about what the tailor-made aspects of your unique learning journeys might need to be. Especially what we will need to do to be responsive to both the obstacles and the opportunities that you're currently facing.

step 2: Educational experiences

Over time, I've discovered that most of the senior executives I work with gradually acknowledge that they need to know more about organizational leadership than they do. For a while now, my executive thought partners have been telling me, often in frustrated tones, that the competitive challenges and disruptive innovations that their departments, their company, and their industry are facing are confronting them with so many diverse, ill-defined issues that, at the end of the day, they feel like they're being dragged through a morass of problems tougher to understand than anything they'd ever imagined. And that they're not exactly sure what to do to about it. 

In Step 2 we address all this by exploring four issues:

  • The ways in which today's best managerial principles and practices are rapidly evolving away from the 20th Century's basic management ideas (e.g., planning, organizing, staffing, directing, coordinating, reporting, and budgeting).

  • The significant differences that exists between what was the 20th Century's traditional approach to management, and what now is quickly becoming the 21st Century's new way of managing and leading simultaneously.

  • Why, in the face of today’s dramatic challenges, senior leaders are discovering that they need to devote a larger share of their time and talents to leading their departments and organizations, instead of simply trying to cope with the demands to manage their organization's performance that they’re always faced with.

  • The surprising complexity of the 21st Century's new leadership and learning skills that senior leaders need to master if they want to simultaneously orchestrate their organization’s performance while also doing their part to lead their company’s transformation.

The educational sessions you’ll have in Step 2 will sharpen and expand your understanding of these issues. We’ll use these new insights to help you examine which of your current skills and beliefs are, and which are not, dependable guideposts for confronting and responding to the managerial and leadership challenges you're facing at work. 

step 3: skill development experiments

The executives who've completed the skill development work that’s at the heart of Step 3 will tell you that what they learned wasn’t standard pre-packaged concepts and techniques about leadership. Rather, they learned about the uniquely personal leadership behaviors and skills that they alone needed to master if they were going to succeed in their specific departmental and organizational environments. This is exactly what you'll learn in your own skill development sessions. 

Your skill development experiments will be test-beds that help you develop the unique habits of mind and specific modes of leading and managing that you'll need to develop if, as one of your organization's leaders, you're going to thrive in the years ahead. in Step 3 you'll develop the conceptual abilities and the leadership and managerial skills that will eventually help you develop a secure platform for your new ways of learning and leading. Over time, my three phased Coaching Consultants Program produces with and for you the kinds of effective and sustainable leadership and management skills that, in todays world, you should be looking for.

TLO’s Basic Approach


As I suggested at the top, when you want to improve your executive leadership performance, at some point in time you will need to learn how to design and implement for yourself your own self-directed learning experiences. Specifically, you'll have to learn how to use the knowledge you’ve acquired through schools and workshops and the personal insights you’ve gained about yourself through your own real-world experiences to organize and launch specific, well-designed learning experiences. Here at TLO, this means moving through a three step Front-End/Back-End learning process that includes exploratory conversations, conceptual development efforts, and some extensive real-world work aimed at developing new behavioral skills. This three step process is illustrated here and described above. At TLO, the first exploratory conversation is always free so, if you’re curious or even just a little intrigued, arrange an exploratory conversation. Click the navigation button just below.