Coaching for Change Leadership – Performance Enhancing Conversations℠

Organizational transformationTransformational organizational change and significant business results are achieved when individuals lead themselves and others to develop new skills, mindsets, behaviors, and commitments.
As leaders and team members adapt and contribute to required organizational change, individuals and team members experience personal development through individual learning.

Performance Enhancing Conversations provide guided inquiry to develop personalized action plans and accountability checks while reducing individual obstacles to enhanced professional impact.

This coaching process enables a leader to:

  • Achieve organizational goals and enhance professional performance by
  • Defining personal, professional or business targets, and
  • Developing personal capabilities and action plans.
Kathryn Welds

Kathryn Welds

These confidential conversations reflect on strengths, skills and capabilities as well as self-limiting beliefs and behaviors while encouraging experiments with new  behaviors and reactions that address business priorities.

Coaching and Performance Enhancing Conversations do not provide professional financial or legal advice and are not substitutes for medical and mental health care.

Company-sponsored and Individually-sponsored programs focus on:

  • Guiding organizational transitions requiring transformational leadership,
  • Developing high potential leaders,
  • Enhancing individual and group performance,
  • Preparing for advancement and effective career transitions,
  • Catalyzing career development.

Kathryn’s Approach to Coaching

Enabling change – individual and organizational – has been at the core of Kathryn’s leadership roles at Silicon Valley technology giants Cisco Systems, Hewlett Packard Company, Oracle Corporation and as an organizational psychologist, forensic consultant, and health psychologist. These experiences deepened her skills as a thinking collaborator, assessment guide, and accountability partner during ambitious organizational transformations and related personal learning. 

A Bridge from Here to There

A Bridge from Here to There

Because complex organizational changes require that individuals learn new skills, mindsets, and habits, Performance Enhancing Conversations℠ collaboratively:

-Guide change projects,
-Define adult learning experiments,
-Support resilience and self-awareness,
-Examine self-limiting thoughts and behaviors,
-Measure change progress
 over time.

Performance Enhancing Conversations ℠

Performance Enhancing Conversations ℠

Kathryn has collaborated with professionals from varied cultural backgrounds and career levels, particularly in technology, professional services, health care and legal fields.

Client companies include:
CareeReloCorp of America; Cities of Hawthorne and Redondo Beach, CA; Dispute Resolution Services, Inc; EnterChange; Levi Strauss &Co, Inc., Los Angeles Police Department; Managed Health Network; Permabilt; 7-Up Bottling; UCLA Extension.

Performance Enhancing Conversations℠ Process

Coaching engagements begins with assessment and may include one or more of the following psychometrically-sound instruments:

Following assessment, results are discussed to inform goal definition and action planning.

Meetings may occur in person or 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 informally evaluated each session and in greater detail each month and calendar quarter.
Company-sponsored programs include updates that maintain maximum confidentiality while disclosing progress and accomplishments during Performance Enhancing Conversations℠.

Coach’s Commitments

. Establish an honest, collaborative relationship,

ICF. Respect confidentiality.  Everything discussed is confidential except as required by law, supervision, or employer summary requests,

. Provide support in identifying goals and strategies to reach goals,

. Assist in gaining clarity about values, purpose, or vision of specific goals,

APA. Encourage considered actions to move toward goals and resolve obstacles,

. Attentively listen, summarize, ask questions to encourage deeper thinking, and provide feedback,

. Share resources and tools,

Board of Psychology. Adhere to the International Coach Federation Code of Ethics and the American Psychological Association Code of Ethics.

Coaching Client Commitments

. Willingly, candidly, and openly collaborate with a coach to define and work toward personal goals,

. Before each meeting, consider discussion topics, progress, obstacles, and their to overall goal for the coaching program,

Track Progress. Reflect on previous sessions or interactions, and how future conversations may be modified for greater impact,

. Try new perspectives, behaviors, problem-solving approaches and observe their impact,

. Remain focused and accountable for progress toward goals,

. Track progress toward goals, and report obstacles to progress,

. Provide feedback on ways to optimize the value and relevance of coaching conversations,

. Own accountability for physical, mental and emotional well-being, including choices, decisions, and actions.

To schedule a complimentary consultation

Email welds@post.harvard.edu

2 thoughts on “Coaching for Change Leadership – Performance Enhancing Conversations℠

  1. communicatorscollaborative

    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.

    Reply

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