VP in Life Sciences company was transitoning from academia to industry. We examined the mindsets he carried with him from academia and their limitations and drawbacks in the new setting. The client adopted more collaborative ways of delegating work and giving feedback, creating greater ownership and participation and building commitment.

Director in financial services had exceptional intellectual firepower and potential but was not successful in influencing key stakeholders. Our work together helped him develop a style that was less formal, more assertive, and more relatable.

Director at a tech company working in EMEA felt frustrated by her lack of influence in her US-centric department. We explored how her presentations could be tailored to better persuade her audiences. She also worked on being more direct in sharing her concerns with her boss and identified new stakeholders to help her promote a more global strategy.

Mid-level consultant was struggling with several managers in her division and felt she wasn’t being considered for elevated roles. In time and with some tough feedback from me, she recognized that she was contributing to her own isolation by being too reactive and quick to argue. We co-developed strategies that helped her to pause before responding in conflict situations and to address conflicts with more diplomacy and tact.