In the late1990s and early 2000s, I held several management positions within a Fortune 50 company and a Fortune 250 organization. These jobs provided hands-on experience leading teams, collaborating with a diverse group of people around the world, and delivering results in the face of challenging conditions. And they afforded ample opportunities to learn many nuances and realities about leadership – the good, the bad, and the ugly. Most importantly, this season of life stoked my passion for helping executives become more effective leaders and teams improve their performance.
For the past two decades, I have focused on three aspects of leadership development.
First, as a consultant who advises organizations on the people side of the business equation. This is a broad category that involves working with clients to create and implement bespoke development programs, activities, and experiences that meet their business goals and objectives.
Second, as an executive educator. I was on adjunct faculty at Center for Creative Leadership for 15 years. In this capacity, I designed and delivered leadership development programs for senior executives around the globe. I have presented my work at professional conferences and authored articles on leadership and teams in a range of publications including Harvard Business Review, Strategy + Business, Chief Learning Officer, Talent Quarterly, Consulting Psychology Journal, and The Psychologist-Manager Journal.
Third, as an executive coach. Educated as both a behavioral scientist and an MBA, my approach to executive coaching blends personal management experience with a practical way of applying psychology to the workplace. I have coached over 200 executives and senior leadership teams from a broad range of organizations: large and small, for-proﬁt and not-for-proﬁt, family owned and publicly traded, across a variety of industries.