Coaching
For the leader
who sets the tone.
One-to-one and leadership-team coaching engagements. Honest, confidential, and aimed at the interpersonal gaps that no operations fix will close.
Who this is for
People leave bad bosses,
not bad companies.
Most bosses do not start out bad. Managers who were once young and hungry construct echo chambers around themselves, grow out of touch with the people they lead, and turn relationships into transactions without ever deciding to.
They read the books and watch the talks. They do not genuinely own the concepts, or they cannot implement change when it comes to themselves. That is not a character flaw. It is a blind spot, and blind spots can be filled.
Coaching is for the leader who is willing to take a true accounting of their skillsets and deficits, and to actually listen to feedback. If you are certain you already care well for your people, this is exactly the engagement worth having.
Engagements
Three shapes.
Executive one-to-one
A CEO, owner, or senior executive working privately with Eric or Stacie. Typically twice monthly over six months, with confidential 360 input from the people you lead at the start and again at the end.
For the person whose behavior sets the ceiling on the culture.
Leadership team
The senior group coached together, so the coverage plan is built and maintained in the open. Monthly working sessions plus individual time with each member.
For teams where the gaps are real but nobody will name them.
Emerging leaders
A cohort of managers and rising leaders, coached in a group over a defined term. Stacie has a long track record of developing, mentoring, and empowering the next layer.
For organizations promoting technicians into leadership.
How it works
No mystery to it.
A frank first conversation
Free, and genuinely diagnostic. If what you need is an operations fix, a keynote, or nothing at all, we will say so. We would rather decline than take an engagement that cannot work.
Baseline
Confidential input from the people around you, plus your own inventory. You get to hear how you are actually experienced, which is usually the most valuable hour of the engagement.
The working sessions
Regular, structured, and specific to live situations in your organization. Not theory. The person you are struggling with this week is the curriculum.
Coverage, not perfection
Where you can build the skill, we build it. Where you cannot, or will not, we design the partnership that covers it, so your people are cared for without anyone performing.
Re-measure
The same confidential input at the end. Either it moved or it did not, and you will know which.
What we work on
The things operations
cannot fix.
- Earning the right to be heard, rather than assuming your title granted it
- Dismantling the echo chamber and building a Cabinet of Rivals who tell you the truth
- Finding out how each person on your team needs to be led, and acting on it
- Recognizing performed care, in yourself and in your leadership team, before your people do
- Delegating interpersonal coverage without pretending it is delegated character
- Holding a culture through growth, remote work, and generational change
- Retention and engagement as measurable outcomes, not as a mood
In their words
Many imagine leadership to be a crown, but it’s more like a heavy cloak of responsibility.
Stacie Monahan
Start here
Have the frank conversation.
The first call costs nothing and is genuinely diagnostic. Bring the problem you have not been able to name.