No matter what the industry, leadership development challenges are common across all business and practice settings. There are universal principles of leadership that can be flexibly adapted to different situations. In my work with Leading Minds, I’ve helped high-level clients confronting complex leadership challenges in a wide diversity of businesses and professions, including the following: biotech, Pharma, healthcare, engineering, software, law, financial services, private equity, manufacturing, food services, family businesses, higher education, and nonprofits. Contact me to discuss the possibility of launching a coaching engagement with Leading Minds.
"Sometimes life becomes too difficult to battle on our own. Together, we can explore what events or relationships may be causing distress in your life and develop tools and skills to overcome these hardships. I strive to provide a warm and comforting therapeutic environment and convey empathy and understanding to allow my clients to feel safe and validated during our sessions. You are here, which means you've taken that first big step and I am here to help you through the rest of the therapeutic journey."
However, as you look towards the future, the world of executive coaching may take on a new shape. There may be more automation or a stronger focus on mental status or the psychology aspect of your career. As the executive coaching industry continues to grow, so does the number of ways in which this niche is going to change in the not-so-distant future.
Luke O’Neil for The Atlantic reviewed quit smoking hypnotherapy when he tried the treatment himself. He said “I left the session feeling noticeably different. I sat in my car outside for a half hour and did not smoke. I went to dinner nearby and sat, and had a drink, and did not smoke. Eventually I caved in to the craving, but I didn't like it. I'm still smoking, I just don't enjoy them anywhere near as much as I used to anymore.”
Here's one way to look at it. If an experience—through coaching or anything else—reveals an interest that leads an executive away from the firm, everyone stands to gain. The executive finds a better fit and, ideally, a space in the firm becomes available to someone who is motivated by the challenges at hand. It's much the same thinking that companies have gone through regarding leadership-development programs at large. The occasional departure of a manager in whom the firm has invested a great deal is offset many times over by the increased value of those who remain.
After just a few weeks of working with Bernstein, I realized that he had a serious narcissistic personality disorder. His behavior was symptomatic of a sense of entitlement run amok. It is not at all uncommon to find narcissists at the top of workplace hierarchies; before their character flaws prove to be their undoing, they can be very productive. Narcissists are driven to achieve, yet because they are so grandiose, they often end up negating all the good they accomplish. Not only do narcissists devalue those they feel are beneath them, but such self-involved individuals also readily disregard rules they are contemptuous of.
During the next year, Nelson suggested a number of personnel changes. Since those came with the CEO’s backing, the HR director accepted them, no questions asked. Because she was afraid to buck the CEO’s handpicked adviser, the personnel director also said nothing about the problems that ensued. These stemmed from Nelson’s exclusive reliance on his profiling system. For example, in recommending the promotion of one East Coast store manager to regional director of West Coast sales, Nelson ignored the man’s unfamiliarity with the region and the people he was appointed to manage. Not surprisingly, that move—and many of Nelson’s other ill-conceived selections—bombed. To compound the problem, word of Nelson’s status and his often horrific recommendations circulated through the company like wildfire, leading many people to both fear and resent his undue influence over Garvin. The negative emotions Nelson generated were so intense that underperforming, newly promoted managers became the targets of an undeclared, but uniformly embraced, pattern of passive-aggressive behavior by the rank and file. Such behaviors ranged from not attending meetings to botching orders to failing to stock goods in a timely manner.
One study, conducted by Adam D. Galinsky and colleagues at Northwestern’s Kellogg School of Management, found that increased power tends to make one more self-centered and self-assured, but not in a good way: The researchers found that power makes one “prone to dismiss or, at the very least, misunderstand the viewpoints of those who lack authority.” High-power individuals “anchor too heavily on their own perspectives and demonstrate a diminished ability to correctly perceive others’ perspectives,” according to Galinsky and his team, adding that, “As power increases, power-holders are more likely to assume that others’ insights match their own.”
"Coaching works when it's systematic," says Babson's Hunt, and many organizations use coaching as an integrated part of a larger leadership development program. Increasingly, firms incorporate "360-degree" feedback, using the results to indicate areas in which an executive might benefit from working with a coach. Has your feedback revealed an area in which you would like to improve? Is it a skill you need to refine in order to advance through the organization? Would you benefit from an outside perspective? The answers to these questions help gauge the potential value of coaching.
In 1923, Griffith developed and taught the first sports psychology university courses (“Psychology and Athletics”) at the University of Illinois, and he came to be known as “The Father of Sports Psychology” in the United States, as a result of his pioneering achievements in that area. However, he is also known as “The prophet without disciples”, since none of his students continued with sports psychology, and his work started to receive attention only from the 1960s 
"I am highly passionate about Couples & Marriage Counseling. I enjoy embarking on the journey with each of my couples to resolve deep lying issues that affect the relationship on many levels - most unknown to the clients themselves. Providing techniques to build, develop, and foster a mutually loving relationship is my goal for each of my clients!"