Our standard engagement runs six months, and clients often extend. Six months is deliberate: long enough to demonstrate real behavioral change, and short enough that you can decide whether it’s working before committing for the long-term. That window keeps both the coach and the leader accountable to visible progress. Shorter engagements of three to four months are possible for targeted objectives. Our average coaching ROI is 7X.

They choose. We start from the leader’s context, goals, development needs and style, then shortlist three coaches from our global network who we believe will fit. We encourage the leader to interview all three and make the final selection themselves. Our network includes coaches with backgrounds as C-suite executives and PhDs in behavioral and clinical psychology. Handing the decision to the leader is intentional: the relationship works better when they chose it, and this is not something a single-practitioner firm can offer.

Yes. Individual coaching addresses personal behavioral patterns that group experiences cannot reach. When combined with cohort learning and peer circles, the impact compounds. We design integrated approaches when the situation calls for it.

When a leader struggles, there are several potential underlying causes. Sometimes the leader has development needs that have gone identified and unmet. Sometimes expectations or scope are unclear, or the leader is accountable for outcomes they do not control. Our coaches understand that leadership is an interconnected system, and the success of any individual leader depends on a variety of factors. We start by understanding the nuances of the context the leader is operating within, and we tailor our coaching approach to give the leader insight into the range of behaviors and factors influencing their performance.

Five stages. Initiation, where the need is identified and the assignment scoped. Selection, where the leader interviews candidate coaches and chooses. Discovery, where the coach assesses strengths and development areas and the leader, coach and supervisor align on goals. Coaching, the one-to-one sessions and the practice between them. And closure, a formal closeout meeting that produces a post-coaching development plan and a measurement of outcomes. The leader’s supervisor participates throughout rather than only at the end, which is what keeps the coaching connected to the business. 73% of organizations report that a standardized coaching process is very important or essential, because it makes quality consistent across engagements, keeps goals aligned to business priorities, and gives the organization visibility into coaching rather than a collection of private arrangements.