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Recommendations Received (3)
"Marguerite is a coach that delivers results. She has a way of asking deep probing question that..."
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"Marguerite is a coach that delivers results. She has a way of asking deep probing question that accelerate results. She is constantly evolving and growing and it is reflected in the work she does on an individual basis and within teams. "
"Marguerite takes a 'coach' approach to growing your business through strategic planning and..."
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"Marguerite takes a 'coach' approach to growing your business through strategic planning and execution support....focused on both people and process to drive results! Over the past dozen years our business relationship has deepened to the point where we actually share office space and clients. I would highly recommend Marguerite."
Recommendations Given (7)
"Kyle and his team ask great questions to guide our thinking so we get the best results for our..."
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"Kyle and his team ask great questions to guide our thinking so we get the best results for our dollar. And, Kyle is such a joy to work with."
"I personally recommend Corby because she has a way of really being with her clients and serving..."
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"I personally recommend Corby because she has a way of really being with her clients and serving them from where they are at in their personal and professional journey. I recommend her because while she expects her clients to be ready to do their own work, she has done and continues to do her own growth work too, and this is important to me in any coach and leader."
Recent Activity
I prefer to consider when a business relationship is at risk rather than waiting until it's not working. That allows me ask relevant questions and to discuss with my client my concerns. It also gives them the chance to share their concerns, which they might not yet have formulated in their own...
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I prefer to consider when a business relationship is at risk rather than waiting until it's not working. That allows me ask relevant questions and to discuss with my client my concerns. It also gives them the chance to share their concerns, which they might not yet have formulated in their own mind, so that together we can look for a solution or choose to consciously terminate the engagement. If we wait until the relationship is not working rather than paying attention to relationship risk indicators it is much more difficult, perhaps impossible, to recover it.
As an executive coach to leaders at all levels I consider a relationship is at risk when my client is not meeting the commitments they've defined or are not getting at least early evidence that they are making progress in their development and in their goals. On the other side of the coin, I consider the relationship to be working well when both the client and me communicate what is working and what is not working as well so that we choose to make adjustments. In coaching, the ability to develop early rapport and design the relationship in terms of what works for the client and what works for me as the coach is key.
As management consultant I consider a relationship with a client group at risk of not working when the conversations we have lose focus and when their actions are not aligned with the intent of our work together. For example, a construction firm I recently worked with contracted me to help them design their strategic plan that would include the transition from father as president to the elder of two sons. After several workshops with the management team it became obvious to me that we weren't making progress on the strategic planning component. I invited the father and son to discuss progress and next steps. I suggested that we suspend our work together and that when they were able (less busy season) and ready (ready to tackle the issues) that we would continue working toward the outcomes we'd set out or that alternately, we needed to change the defined outcomes of our work together. Otherwise, we would be working without a clear purpose and I would likely be billing them for limited value. My reputation is built on providing value not on billing for time, I said. When I addressed the risk of not creating value with data to back it up and suggested that from my perspective the way that we were working together was not productive, they saw that progress had stalled. They chose to continue to work together on purpose and with a clear focus. Ultimately, they defined their values and a high level strategic plan. As importantly, the transition from father to son completed and communication within, expectations of and support for the management team members grew exponentially.