Struggling to get others to take ownership? Worried about how the next tough conversation will land? Finding it hard to step out of the day to day and think about what comes next?
Sometimes the problem is exactly what it appears to be. Sometimes there's more to see. Let's slow it down, look at what's really happening, get clear, and decide what you want to do next.
Maybe you've caught yourself thinking:
“Why am I still the one everyone comes to for the answer?”
“How do I tell them what they need to hear without shutting them down?”
“I know I need to think more strategically. I just don’t know where to find the time.”
“I have a seat at the leadership table, but how do I start influencing decisions rather than just executing them?”
“I’m doing well, so why don’t I feel ready for what’s next?”
Sometimes the problem is exactly what it appears to be. Sometimes there's more to see.
That's where the conversation starts.
You bring the real-time challenges you’re facing today. We'll start right there, explore what's happening, and see if there's more to it than what first appears.
I'll ask questions, share what I'm noticing, and sometimes challenge what I'm hearing. We might test an assumption, look at the situation from another angle, or stay with something that doesn't quite add up. Sometimes we'll role play the conversation you need to have, pull up your calendar, work through a document, or simply stay with the issue long enough to understand what it means for you.
The conversation can be serious and focused. We can laugh and share a story too. What matters is leaving clearer about what's happening, what you want, and what you're ready to do next.
You may leave with a conversation to have, something to try, or simply something to pay attention to. When we talk again, we'll look at what happened, what you learned, and where that takes us next..
“I am very used to giving ‘general answers’ that I think would please people. Steve didn't let me off that easy. He challenged my answers and made me think a bit deeper, which I really appreciated.”
Sometimes you notice it first.
Catching assumptions: You stop deciding how a tough conversation is going to go before you’ve even had it.
Guarding your time: You pause before saying yes to another meeting and ask whether you or anyone on your team actually needs to be there.
Lifting your gaze: You start looking beyond what’s due today and make room to think about what’s ahead.
Sometimes other people notice first.
Your leadership: Your boss and other senior leaders notice you communicating more clearly and directly.
Your team: Your people begin taking more ownership and solving problems without waiting for your answer.
Your family: Your spouse notices you're actually home instead of checking on “one more thing.”
Better doesn't have to look the same for everyone. What matters is seeing the choices in front of you, deciding what fits, and acting on it.
“I found myself thinking, ‘What would Steve ask me?’ when I was facing a challenge.”
One client admitted later that he expected a drill sergeant. That's not what he got.
I'll give you room to think. I'll slow things down when you need to process, and give you space to find your own way. I'll also stop you and share what I'm hearing when I think there's something worth putting on the table.
My experience is there when it's useful. But this isn't about learning to lead like me. It's about becoming stronger at leading like you.
“Steve has a really gentle way of coaching, always thoughtful, gently prodding, and asking great questions that cut to the chase.”
I’ve led small teams and large organizations spread across the country. I’ve worked through major culture changes, brought people together around a shared vision, navigated the most difficult conversations, and made the hard shift from being valued for my technical expertise to growing as a leader.
I didn't naturally know how to do all of it. I learned by leading, getting some things right, getting others wrong, and leaning on good mentors and coaches along the way.
I won't pretend that means I know exactly what you should do. But I do know what it's like to be the person who has to decide.
30 years leadership experience | ICF PCC | M.A. Organizational Leadership
Let's set up a conversation to look at what's happening and figure out what you want to do next.