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Is Being a Coach’s Coach a Path for You?

Most coaches I meet share a common value of service; service to others, service to community, service to our profession, service to the cause of social progress and societal well-being. I applaud and feel gratitude for this element in our field and, I also recognize that implementing that value in each of the contexts requires more clarity to be consistently successful. I engage with coach-clients as both a mentor coach and as a coaching supervisor and find both modalities to be reciprocally enriching. In hindsight, I cannot imagine serving colleagues without having invested in my own professional development for each of these practices.

Janet M. Harvey, MCC

Experienced with individuals at the Board of Directors, “C” Chair, Executive and Senior Management levels, Janet assists executives in adopting effective habits of perception and behavior to lead and accelerate corporate strategies. Typical engagements address executive development in the following areas: articulate and inspire through clarity of vision, enable respectful challenge, debate and catalyze synergy for strategic business choices, risk/reward critical thinking about investments and shareholder value, plan leader succession and architect sustainable cultural/strategic change.
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