Leadership Coaching
Assessment & Consulting
Jodi also consults to HR and line leaders with responsibility for selecting, developing and supporting leaders to achieve performance excellence.
  • Assessment of individual leaders' key strengths and development needs
  • Workshop facilitation
  • Leadership development program design support
  • Speaking engagements
  • Talent management and succession planning consulting
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What is Coaching?
Coaching is a partnership for development. Jodi follows the coaching philosophy and competencies defined by the International Coach Federation (ICF), which views coaching as a creative process that inspires the client to maximize his or her personal and professional potential. Coaches honor the client as the expert in his or her life and work, and believe every client is resourceful and whole. A coaching relationship must be built on mutual trust which is based, in part, on the coach's adherence to the ICF's Code of Ethics
Coaching is not advice giving or consulting. The coach listens, asks questions, and offers observations intended to spark new insights by the client.
Coaching is a high-impact resource for development when the client enters the partnership voluntarily, and with opennesss to making changes in thoughts and actions. It can address some performance gaps, desire to take already strong performance to the next level, transitions into new challenges, or other development opportunities.
The Coaching Process
The approach to coaching is tailored to each client’s unique agenda and needs, but typically lasts for approximately 6-12 months and includes:
1. Discussion of client's development goals, organizational context, key business goals and objectives, existing strengths, challenges, and skill gaps in order to understand the particular goal of the coaching engagement, i.e., where the client thinks a coach can help
2. Determination of the client’s commitment to the coaching process which may include willingness to solicit feedback, assess feedback, work to develop more effective behaviors, involve stakeholders to support desired changes, and measure the results of the behavior change effort
3. Commitment to working together and creation of a basic plan for the coaching including involvement (if any) of other stakeholders, anticipated duration of the engagement, timing and location/format of meetings, payment, etc.
4. Gaining greater insights through assessments such as stakeholder interviews and/or work style inventories, if necessary
5. Identifying high leverage behaviors that will provide the most strategic benefit for the client and organization
6. Conducting regularly scheduled coaching sessions in person, or by video conference or phone, every 2-4 weeks on average
7. Between-session practices by the client to support and embed desired behavior changes
8. Closing the engagement with an assessment of progress, and next steps for the client to take for ongoing self-development
The Value of Coaching
From Matt Symonds' 2011 Forbes article : "Though the exact impact of coaching is notoriously hard to quantify, Marc Roudebush, CEO of Inspiring Workplace, points to a recent global survey of coaching clients by PriceWaterhouseCoopers and the Association Resource center which concluded that the mean ROI for companies investing in coaching was 7 times the initial investment, with over a quarter reporting an ROI of 10 to 49 times. For Roudebush, who has worked with senior executives at companies as diverse as Google, Bacardi and HSBC, the reason for such large returns is clear: leaders cast a long shadow. “When they are able to walk their talk, people listen and are likely to follow suit, improving the levels of enthusiasm, trust, and team effectiveness throughout a team or organization.”
Theeboom, Beersma and van Vianen's 2014 Journal of Positive Psychology  results "show that coaching has significant positive effects on performance and skills, well-being, coping, work attitudes, and goal-directed self-regulation."
Next Steps...
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