Thriving: Executive Leaders
Our mission is to empower leaders at all levels to perform at their peak. Our 3-D methodology – Discover, Develop, Demonstrate – can help you meet your personal and professional goals. You will learn to engage with your team, lead as a coach, overcome challenges, and seize opportunities important to you, your team, and your organization.
As the leader of your organization, you navigate a complex environment, reporting to the board, leading teams of leaders who oversee millions–billions in P&L, managing multiple physical plants across the US– Globe, while leading a large diverse workforce. It is up to you to develop and maintain strategies for meeting and exceeding your goals in a highly competitive industry.
Clients who are accountable as Executive Leaders often come to us with questions and concerns such as:
- How can I best support our leaders and hold them accountable for achieving our mission, purpose, and goals while continually expanding their capacity to take on new demands?
- How can we increase cohesion, performance, and quality across the board?
- How can we increase customer satisfaction and revenue within the existing budget in the face of our competitors’ spending and expansion, which is increasing their revenue and leaving ours flat?
- We are reorganizing/merging with another company. How can we assess, design, plan, and implement organizational change that achieves the vision and outperforms the targets?
- Strategic Planning is fundamental to our process. I’ve read an article on Strategic Thinking. How could we implement this?
As your executive coach, Linda Sinisi will work with you to customize your program based on the style of Discovery, Development, and Demonstration of your preference. As the client, you will lead the sessions as you work together to break new ground for your unique path to success.
Here is how one healthcare organization benefited when Linda served them as executive coach and consultant. In order to maintain confidentiality, names have been changed and some detailed contents have been modified.
When a health system erects a new building to house the staff and operations of a department, employees get excited about moving to a modern workplace with expanded facilities. They expect to see improvements in all areas of the business.
In reality, within the construction and relocation process, the physical plant usually has an expanding checklist of issues that the organization must prioritize and address in rapid succession. Processes, procedures, and operations need to change to accommodate the new space. Despite their enthusiasm for the transition, team members naturally feel a loss. When people who are asked to do things differently run into difficulty, they may wish their work environment hadn’t changed and would prefer if things returned to the way they were.
Team members experience even more stress when others complain about the new space and process. Although many staff members understandably feel that they need more people to manage in the new space, they receive no additional resources, so they must make do with what they have. Turnover increases, conflict between team members becomes more prevalent, and managers become stressed and look for solutions.
Working within this health system as an executive coach and consultant, Linda strove to understand the challenges and needs at every level and within each team. She then proposed options for Andrew and Leo, the director and vice president respectively, to consider. She worked side by side with these leaders to organize, co-facilitate, and launch a departmental transition program. Together they brought out the best in each individual so that they could work collaboratively across areas of specialty. They fostered an environment based on principles such as:
- Mutual respect and appreciation
- Inspiration
- Motivation
- Ideation and innovation in problem-solving
Ultimately, they created a group experience for multiple teams that removed barriers and opened avenues for people to work together in small collaborative teams. The experience began with self-discovery and sharing at individual and team levels. The group was divided into small teams, each of whom received a set of challenges to review, prioritize, and own going forward. Individuals teamed up in small break-out groups to address priorities, determine ways of experimenting with changes, and create action plans. Managers co-facilitated the break-out groups and were held accountable for bringing each challenging issue to resolution moving forward.
This group effort demonstrated successful execution in overcoming their challenges, and the organization was recognized as a model for the health system.
If you believe your organization could benefit from Linda’s involvement as either executive coach or consultant, please get in touch to discuss the possibilities.
