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What We Do

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Why Leadership Coaching?

Leadership development or decision making often requires a confidential one-to-one relationship where a wide range of issues can be more confidentially explored and resolved. Through systematic assessments and dialog you can engage in this powerful leadership coaching process that tackles both bottom line and balance in life issues.

The coaching program that we offer is a valuable privilege and a powerful tool for star performers who wish to shine even brighter--akin to the world-class athlete who seeks coaching in order to excel and then to do better. The program is also applicable to the executive who has the potential but for some reason is not delivering what might be expected.  

 

Our Mission

The Coaching Authority partners with our clients to help them determine where they want to go (what results they want to achieve) and how they’re going to get there (the action plan to make that happen).

We help clients to develop and manage strategic, cultural, and structural changes within their organizations. By working together, we can provide personalized processes and support materials that help turn goals into reality. We help organizations align their plan, people, and systems in order to gain a competitive edge.

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Case Studies

The following are examples of how The Coaching Authority has helped people get the results they needed to go further faster.

 
 
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ST. Joseph Regional medical center

Client: Regional Medical Center, Northern Indiana - This center, with over 3,000 employees, has been offering a wide variety of programs and care to serve their commitment to providing the community with quality healthcare.

Challenges: It is inevitable for a rapidly growing organization to be susceptible to issues that wouldn’t matter otherwise. Employee engagement strongly correlates to Patient Satisfaction, Perception of Safety and Physician Satisfaction. Employee engagement issues surfaced among departments and needed immediate action. The results of the annual engagement study stratified departments into three engagement tiers. Tier I departments identified as the most employee engaging, while Tier III was the least employee engaging department.

Approach: The Coaching Authority was asked to partner with the Healthcare organization aiming to improve employee engagement scores for Tier III departments. Over the course of 9 months, The Coaching Authority conducted 5 workshops, 35 individual talent profiles and over 50 individual coaching sessions for managers at the Medical Center.

Results: These workshops resulted in a 55% overall increase in the employee engagement scores from 2015 to 2016, while an outstanding 64% increase in the employee engagement scores in the Tier III departments from 2015 to 2016.


Bayer Healthcare - Consumer Logistics Service Center

Client: A healthcare company employing 70-75 full time employees at its operation in northern Indiana. Diverse management team exhibits wide range of experience, personalities, skills, knowledge, attitudes and tenure.   

Challenges: The director of the consumer logistics division recognized the need for additional Executive Leadership development (Vision, Values, Collaboration, Communication, Team building). The director also recognized opportunity to blend organization to focus on the differences and similarities that people bring to an organization. There was a multi-generational workforce with a combination of lack of leadership experience and over 50% of the workforce who were nearing retirement in less than 3 years. In addition, leadership recognized an opportunity to cross train managers to better understand responsibilities of the entire organization. Needed direction to have more productive meetings, positive conflict interaction and a better, well balance management team.

Approach: The Coaching Authority implemented several solutions including individual executive leadership coaching, group leadership for new hires and interns, management development seminars, quarterly roundtables as well as having employees take several assessments. That was paired with ongoing monthly one-to-one executive coaching with managers, directors, and high-potential employees. Ongoing Leadership development with groups, new hires, and interns. Review of critical goal categories as well as reporting against key performance indicators with the management team.

Results: Steadily increased organizations responsibilities, improved staff efficiency, and enhanced service quality amidst a wave of retirements (30% of employees retired within 18 months). Improved recruiting, hiring and retention of interns, new hires and high potential employees. Developed a competitive advantage, recruiting best-in-class college-level talent from nations top logistics programs. Over 30% of new-hires/interns promoted to positions of greater responsibilities within 2-3 years of initial boarding. Promoted cross functional training throughout the entire organization. Advanced baseline leadership skills, knowledge and confidence. Accelerated career advancement for mid-level managers. Developed overall leadership bench strength, preparing the organization for to take on additional responsibilities thru consolidation of operations, acquired portfolios, expanded products and services and implement new technology.

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CROWN AUDIO

Client: A private wholesale electronic equipment and supplies company employing a staff of approximately 300 full/part-time staff at its facility in Northern Indiana. 

Challenges: Reduce daily employee stress and increase employee satisfaction for Customer Service representatives. Raise low employee morale and improve overall employee and team attitudes. Develop an understanding how customers define service, how to cultivate empathy with customers, understanding human behavior and how to provide excellence in service. Strong desire to increase knowledge handling complaints, improving communication skills and developing mastery handling difficult situations. Cultivate consensus and unity surrounding values and team goals. Increase employee engagement.

Action: Customer loyalty leadership development implemented. Followed up with daily focus of customer satisfaction metrics resulting in customer loyalty, monthly customer testimonials shared publicly, monthly recognition/encouragement for job well done, daily focus on positive affirmations and employee recognition.

Result: Improved employee morale, team productivity and worker satisfaction resulting in improved customer satisfaction, reduced expense, increased sales, and faster accounts receivable payment. Developed management/leadership skills, increased team leadership bench strength leading to department leader promotion to division of greater organizational responsibility/visibility. Gave the Customer Service team a boost of energy advancing the skill level of a high performing, engaging and accountable work group.

 

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