A Revolutionary Approach to Leadership
For 25 years, we have been partnering with multinational corporations, federal governments, global nonprofits, and emerging businesses to help them achieve ambitious and sustainable goals.
Our methodology, Leading by Context™, has been featured in the national media as “a breakthrough approach” to enable individuals and organizations to move from great to extraordinary. Our consultants are among the best in the industry and are described by our clients as being “the easiest and best we’ve ever worked with.”
We rely on a deep and trusting partnership with our clients to co-create solutions that are cutting-edge, pragmatic, and sustainable.
We consult with leaders seeking to effect breakthrough change in their organizations. Our solutions address business challenges and organizational performance, and empower people to produce unprecedented results quickly.
We also consult in the following areas:
- Conference Design
- D&I Strategy
- Succession Planning
- Talent Review
Our executive coaching offers advice and support in four specialty areas.
- Diagnostics and Problem-Solving
- Gender Partnership™ Coaching
- Mastering Large-Scale Change, including Gender Partnership™ Initiatives
- Breakthrough Coaching
We also do mediation and conflict-resolution coaching.
High Performance Facilitation for Gender Partnership™ Initiatives
We have worked successfully with some of the largest organizations in the world to design, build and grow their Gender Partnership Initiatives.
Using our proprietary methodology, we move from diagnostic, to prescription and then to execution of transformative strategies for enabling the full advancement and contribution of women leaders in partnership with their male allies.
We work with executives to remove unconscious bias and organizational obstacles and specifically tie the empowerment of women and Gender Partnership™ to achieving significant bottom line business results.
5 Principles of Coaching
In business, as in sports, the relationship between coach and performer is a partnership. The best coach in the world cannot be effective without the partnership of the person being coached, and the basis of the relationship is that the relationship will add to the performance of even the best client.
IGP professionals have successfully coached at every level, from CEOs to first-line managers. The following guidelines are derived from these experiences:
- You Can’t Coach an Unwilling Player - Coaching is always and only a voluntary activity for both parties. If the client is not fully committed to the coaching relationship or is there under duress, both client and coach will waste their time.
- The Goal Of Coaching Is Actionable Insights - Coaching is not theory and a coach’s function is not to provide new abstractions. Rather, the coach examines the client’s actions and the results of those actions and provides new insights that the client can use to make their actions more effective.
- Actionable Insights Are Only Useful If They Are Put Into Practice - In order for coaching to be effective, the coach and the client must record the outcomes of the coaching session. It is the responsibility of the client to put the insights into action and note what worked well and what worked less well. It is the responsibility of the coach to follow up on what was agreed to and support any adjustments to make the actions more effective.
- The Proof of the Coaching is in Measurable Outcomes - The coach and the client will agree to measures that will determine the success of the coaching relationship. Performance relative to these measures will determine the success of the coaching engagement. Measures should be “stretch” goals (beyond what is comfortable or a “sure thing”) but not “pie in the sky” (goals it would take a miracle to achieve).
- Coaching is a Partnership - The heart and soul of the coaching relationship is honesty. What the coach sees and hears may not be welcome or comfortable, but it must always be honest and objective. A coach has a unique vantage point – neither “in the stands,” opining with no stake in the outcome nor “on the field” in the heat of the contest. Rather the coach is on the sidelines, at least as committed to the client’s success as is the client, and yet with a much larger view than is possible for the client