Coaching is an investment of attention, time, and energy that helps you:
- Increase self-awareness and confidence,
- Update your mindsets,
- Design the life you want,
- Refine your communication skills,
- Navigate organizational politics,
- Think clearly, independently, courageously,
- Care for yourself as well as you care for others,
- Build and sustain interpersonal relationships
- Achieve personal and organizational goals,
- Develop leadership skills,
- Enhance professional performance,
- Prepare for career advancement or change,
- Develop personal capabilities and action plans.
Coaching meetings are a time to reflect on personal strengths, skills, capabilities, and self-limiting beliefs and behaviors.
These dialogues enable people to develop commitments, action plans and experiments to try new behaviors toward goals.
Coaching is not a substitute for medical and mental health, and does not provide professional financial or legal advice.
Kathryn’s Approach to Coaching
Kathryn’s work as an organizational psychologist, forensic consultant, and health psychologist coupled with leadership roles at Silicon Valley technology giants have focused on enabling change for individuals and organizations.
These experiences deepened her skills as a supportive inquirer, thinking collaborator, and accountability partner during personal and organizational change learning.
Kathryn has collaborated with professionals across career levels, backgrounds, and industries, particularly in technology, professional services, health care and legal fields.
Client companies include:
American Express, Accenture, AppDynamic, Beneficial Finance Corporation, Bayer, BluEarth Renewables, Box, Capital One, Chevron, Cisco Systems, CNN Digital, Columbia Sportswear, Cisco, CreditKarma, Dyson, Edwards LifeSciences, Ellis Don, Facebook, Federal Reserve Bank of San Francisco, F5 Networks, Genentech, Goodyear, Google, Instagram, Intuit, Jones Lang Lasalle, Kaiser Permanente, Levi Strauss &Co, Inc., LogMeIn, Los Angeles Police Department, Managed Health Network, Manhattan Associates, Mars, Microsoft, NetApp,, Nike, Oregon Clinic, Northwestern Mutual Life Insurance, Nview Health, Permabilt, Salesforce, Slack, Southern Company, Splunk, Tenaris, Travelers, Twilio, Veterans’ Affairs, Visa, VMware, Workday, YouTube, 9 law firms.
Coaching engagements begins with assessment and may include one or more of the following psychometrically-sound instruments:
- California Psychological Inventory
- Fundamental Interpersonal Relations Orientation (FIRO)
- Hogan Personality Inventory
- Hogan Development Survey
- Leadership Circle Profile 360
- The Leadership Circle Profile Self Assessment version
- Strength Deployment Inventory
- Strong Interest Inventory
- Thomas–Kilmann Conflict Mode Instrument (TKI)
Following assessment, results are discussed to inform goal definition and action planning.
Meetings take place by telephone/video conferencing, usually every 2-3 weeks for 3-6 months.
Email and text messages between sessions maintain contact and learning momentum.
Progress is evaluated each session, each month, and calendar quarter.
Company-sponsored programs include confidential updates that identify progress and accomplishments.
. Establish an honest, collaborative relationship,
. Respect confidentiality. Everything discussed is confidential, except as required by law, supervision, or employer summary requests,
. Provide support in identifying goals,
. Assist in gaining clarity about values, purpose, and vision,
. Encourage actions toward goals and to remove obstacles,
. Attentively listen, summarize, ask questions to encourage deeper thinking, provide space to think, and provide feedback,
. Share resources and tools,
. Adhere to the International Coaching Federation (ICF) Code of Ethics, the American Psychological Association (APA) Code of Ethics, The Association for Coaching and the European Mentoring and Coaching Council (EMCC) Code of Ethics.
Coaching Client Commitments
. Candidly collaborate with a coach to define and progress toward personal goals,
. Prepare discussion topics, progress updates for each meeting,
. Reflect on previous interchanges, and how future conversations may be modified for greater impact,
. Try new perspectives, behaviors, problem-solving approaches, and observe their impact,
. Remain accountable for progress toward goals,
. Track progress toward goals, and identify obstacles to progress,
. Provide feedback on ways to optimize the value of coaching conversations,
. Take care of physical, mental and emotional well-being.
To schedule a complimentary consultation with Kathryn Welds, PhD, ABPP, MCC, ESIA, EIA – Consulting Organizational Psychologist + Master Coach+ Coach Supervisor:
Just curious as to how you choose between 360s. I see that you use Everything DiSC, but you don’t seem to use their Everything DiSC 363 for Leaders 360 tool. There are so many of these tools that I’d love to see a review of them head-to-head.
Thanks for your comment.
You might be interested in Capterra’s summary of 360 degree feedback software
along with cautions raised by Rand Corporation’s report on using 360 degree evaluations:
Click to access RAND_RR998.pdf