The effective leader must be able to self-reflect while realizing that to fully know himself, he must look into the eyes of another. He must be aware of his impact on others. Self-awareness and empathy are both necessary.

He must know his emotions as well as others' and use those emotions to persuade those individuals he leads to transcend immediate personal needs to pursue the group's objectives.

An effective leader must be able to provide purpose, direction, and motivation. His actions must match his feelings and values. This generates an authentic, well-integrated whole. Authenticity is the principal quality that will persuade others to follow. It is the hallmark of leadership.

Leadership Development

Effective leaders are not born. In fact, an important attribute of an effective leader is the ability to recognize maladaptive or ineffective patterns in his personality; to recognize his "blind spots".

Thus, good leaders can become more effective. Attaining good leadership is a lifelong process. Leadership skills can be developed or improved upon.

It is also important to remember that effective leadership is essential at all levels of an organization, not just at the CEO level. A general is ineffective without cooperative captains and squad leaders who share the common goal.

Executive Coaching

Our coach-mentor approach involves a one-to-one relationship with a doctoral level psychologist. Such a professional is the most highly trained and qualified individual available to assess personality dimensions at a truly deep level. Psychologists are trained to develop a trusting, working alliance with clients necessary to facilitate true, permanent change. It is within the context of such a professional relationship that strengths and weaknesses can be identified and a plan of action put into effect.

How do we do it?- Initial Analysis and Agreement Formulation

Our programs are customized to fit the needs of the organization and the individual with whom we are going to be working, the candidate. The following is the usual sequence of steps:

• We are usually first contacted through a Human Resources representative.
• An initial meeting takes place, with the candidate's supervisor(s).

The HR professional is usually involved as well. The candidate may or may not participate in this meeting. This initial meeting serves six important purposes:

1. To agree on how achieving change in the candidate will fit in with the overall organizational objective.
2. To delineate the behavioral changes to be worked on; how they will be assessed; and how feedback will be given to supervisors(s).
3. To assess if there are any obstacles to change that are beyond the candidate's control.
4. To agree on the ground rules for the process.
5. To agree on the duration and cost of the program.
6. To set an initial meeting with the candidate.

The Coach-Mentor Process

The success of our work depends primarily on the establishment of a working alliance with the candidate. Both coach-mentor and candidate must agree that the work will be worthwhile and purposeful. They develop an action plan that involves an assessment-feedback process that is psycho-educational and transformational in nature.

Assessment procedures can include:

1. Comprehensive structured and semi-structured interviews which rest on the clinical psycho-diagnostic skills of the psychologist coach-mentor.
2. Psychological testing available only to qualified psychologists.
3. 360 computerized assessment methodology.
4. Assessment tools measuring emotional intelligence factors.

On the job direct observation.

• The process of behavioral and attitudinal change takes place gradually through ongoing coaching sessions. Key strengths and areas in need of development are identified. Candid feedback generated by assessments is given and discussed within the framework of the working alliance.
• The relationship between the specific behavioral changes desired and the benefits for both the individual and the organization generated by these changes must be made clear to the candidate.
• Direct observation of the candidate's interactions with others is invaluable. These day-to-day workplace situations are discussed, understood, and learned from.
• Obstacles to change, whether individual, interpersonal, or organizational are identified. Life circumstances affecting work may need to be understood. The help of other professionals may be required to achieve some objectives.
• Objectives and action steps may be redefined as the coaching experience unfolds.

Progress Review

A formal mid-course review of progress takes place with the candidate, supervisor(s), and HR professional. Any necessary modification of objectives, approach, or timetable is discussed. A final review meeting is scheduled.

Final review takes place at the end of the course. Follow-up program is discussed.

Where called for, a customized training program can be made available to candidate-graduates to develop mentoring skills.

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