I coach the C-suite of the companies you back. The CEO owns the engagement, and you receive a team-level read on how the leadership team is doing against the plan.
I observe the leadership team in its own meetings, interview each member, and run a team health assessment alongside Hogan. The read answers three questions.
The behaviors that are helping the leadership team deliver the value creation plan, described from what I observed and what the team's members told me.
The patterns that put the plan at risk, such as decisions that stall, the same issue returning every month, or trust that has not been rebuilt after a change.
What the team is doing differently since the last read, so you can see the direction over time instead of a single snapshot.
The CEO sees every read before anyone else and decides what goes to the board. A board update can also be written into the engagement agreement from the start.
I interview each member of the leadership team, collect the team's ratings, and share the team's Hogan results at a half-day launch. Individual results stay with the individual.
A one-page read comes out of the monthly check-in with the team: strengths against the plan, where the risk sits, and what is changing.
The CEO brings the read to the board. I join a board meeting only when the CEO invites me, as the CEO's resource.
A team read describes how the team works against the plan. It does not say whether any one leader should keep their role, and it never shares an individual's assessment results or anything said in a 1:1 session.
Judging a leader's fit for a role, a promotion, or retention is separate work. It is a scoped assessment engagement, done with the leader's knowledge, in the same category as assessments for executive search.
If the board needs that answer, I will tell you so and scope it separately. I keep the two apart because a CEO who trusts me tells me what they are not ready to say out loud, and that is what makes the coaching work.
I strengthen leaders and reduce leadership risk. I do not guarantee outcomes.
The question you are asking changes with the stage of the investment, and so does what I offer.
Is this management team capable of the plan? A team health assessment alongside Hogan. When the question is whether one leader is fit for the role, that is a separate assessment engagement.
Will the founder scale, and will the new hire succeed in the role? CEO and founder coaching, and onboarding coaching for newly hired leaders.
Is the top team aligned and performing? Team coaching for the C-suite, and coaching leaders to scale as the company grows.
Is there a bench, and is leadership ready for the next owner? Succession depth and leadership-readiness work.
Tell me which companies and which situation, such as a new CEO, an acquisition, or a number that is slipping. I will tell you honestly whether I am the right person to help.
