We truly believe in building the capacity of others through coaching.
We will serve heroes through coaching to help them see possibilities inside of their abilities. We will provide tools to help heroes become their whole self. Heroes naturally share their energy with the world. We will work together to respark and refresh that energy on a daily basis.
We know that telling someone how to do something is not effective in building their ability to solve complex problems. Managing is not leading. Most leaders run out of time in the day to support their staff through coaching. We bridge that gap. We know coaching is effective. We know how to coach the "right" way.
Our coaches are trained in active listening strategies, mindfulness, and capacity building techniques. We are lovers of brain research and believe in vulnerable communication.
The answers are in us already. We have untapped resources that are often hidden under fear and walls.
Coaching can do this. Coaching is the connection.
Coaching Research
Theeboom, Tim, Bianca Beersma, and Annelies EM van Vianen. “Does coaching work? A meta-analysis on the effects of coaching on individual level outcomes in an organizational context. The Journal of Positive Psychology 9, no. 1 (2014): 1-18.
Jones, R. J., Woods, S. A., & Guillaume, Y. R. (2016). The effectiveness of workplace coaching: A meta‐analysis of learning and performance outcomes from coaching. Journal of Occupational and Organizational Psychology, 89(2), 249-277.
Grover, S., & Furnham, A. (2016). Coaching as a developmental intervention in organisations: A systematic review of its effectiveness and the mechanisms underlying it. PloS one, 11(7), e0159137.
Grant, A. M. (2017). The third ‘generation’ of workplace coaching: creating a culture of quality conversations. Coaching: An International Journal of Theory, Research and Practice, 10(1), 37-53.
Webster, T. (2018). Does managerial involvement in workplace coaching impact the outcome? A mixed-methods study into the current methods managers employ and the impacts on coaching effectiveness. International Journal of Evidence Based Coaching & Mentoring, 16(1).
Fusco, T., O’Riordan, S., & Palmer, S. (2016). Assessing the efficacy of authentic leadership group-coaching. International Coaching Psychology Review, 11(2), 118-128.
Lawrence, P. (2017). Managerial coaching-a literature review. International Journal of Evidence Based Coaching and Mentoring, 15(2), 43.
Rekalde, I., Landeta, J., Albizu, E., & Fernandez-Ferrin, P. (2017). Is executive coaching more effective than other management training and development methods?. Management Decision, 55(10), 2149-2162.
Rosha, A., & Lace, N. (2016). The scope of coaching in the context of organizational change. Journal of Open Innovation: Technology, Market, and Complexity, 2(1), 2.
Terblanche, N. N. H., Albertyn, R. M., & van Coller-Peter, S. (2017). Designing a coaching intervention to support leaders promoted into senior positions. SA Journal of Human Resource Management, 15(1), 1-10.
Grant, A. (2017). Coaching as evidence-based practice: The view through a multiple-perspective model of coaching research. The SAGE handbook of coaching, 62-84.
Minzlaff, K. A. (2019). Organisational coaching: integrating motivational interviewing and mindfulness with cognitive behavioural coaching. Coaching: An International Journal of Theory, Research and Practice, 12(1), 15-28.
Dixey, A. (2015). Managerial coaching: A formal process or a daily conversation?. International Journal of Evidence Based Coaching and Mentoring, (9), 77.
Mackie, D. (2015). Who sees change after leadership coaching? An analysis of impact by rater level and self-other alignment on multi-source feedback. International Coaching Psychology Review, 10(2), 118-130.
Williams, P. (2017). What are the challenges of introducing internal coaching in a VUCA context?. International Journal of Evidence Based Coaching & Mentoring, 15(2).
MacKie, D. (2015). The effects of coachee readiness and core self-evaluations on leadership coaching outcomes: A controlled trial. Coaching: An International Journal of Theory, Research and Practice, 8(2), 120-136.
Pousa, C., & Mathieu, A. (2015). Is managerial coaching a source of competitive advantage? Promoting employee self-regulation through coaching. Coaching: An International Journal of Theory, Research and Practice, 8(1), 20-35.
de Haan, E., Grant, A. M., Burger, Y., & Eriksson, P. O. (2016). A large-scale study of executive and workplace coaching: The relative contributions of relationship, personality match, and self-efficacy. Consulting Psychology Journal: Practice and Research, 68(3), 189.
Theeboom, Tim, Bianca Beersma, and Annelies EM van Vianen. “Does coaching work? A meta-analysis on the effects of coaching on individual level outcomes in an organizational context. The Journal of Positive Psychology 9, no. 1 (2014): 1-18.
Jones, R. J., Woods, S. A., & Guillaume, Y. R. (2016). The effectiveness of workplace coaching: A meta‐analysis of learning and performance outcomes from coaching. Journal of Occupational and Organizational Psychology, 89(2), 249-277.
Grover, S., & Furnham, A. (2016). Coaching as a developmental intervention in organisations: A systematic review of its effectiveness and the mechanisms underlying it. PloS one, 11(7), e0159137.
Grant, A. M. (2017). The third ‘generation’ of workplace coaching: creating a culture of quality conversations. Coaching: An International Journal of Theory, Research and Practice, 10(1), 37-53.
Webster, T. (2018). Does managerial involvement in workplace coaching impact the outcome? A mixed-methods study into the current methods managers employ and the impacts on coaching effectiveness. International Journal of Evidence Based Coaching & Mentoring, 16(1).
Fusco, T., O’Riordan, S., & Palmer, S. (2016). Assessing the efficacy of authentic leadership group-coaching. International Coaching Psychology Review, 11(2), 118-128.
Lawrence, P. (2017). Managerial coaching-a literature review. International Journal of Evidence Based Coaching and Mentoring, 15(2), 43.
Rekalde, I., Landeta, J., Albizu, E., & Fernandez-Ferrin, P. (2017). Is executive coaching more effective than other management training and development methods?. Management Decision, 55(10), 2149-2162.
Rosha, A., & Lace, N. (2016). The scope of coaching in the context of organizational change. Journal of Open Innovation: Technology, Market, and Complexity, 2(1), 2.
Terblanche, N. N. H., Albertyn, R. M., & van Coller-Peter, S. (2017). Designing a coaching intervention to support leaders promoted into senior positions. SA Journal of Human Resource Management, 15(1), 1-10.
Grant, A. (2017). Coaching as evidence-based practice: The view through a multiple-perspective model of coaching research. The SAGE handbook of coaching, 62-84.
Minzlaff, K. A. (2019). Organisational coaching: integrating motivational interviewing and mindfulness with cognitive behavioural coaching. Coaching: An International Journal of Theory, Research and Practice, 12(1), 15-28.
Dixey, A. (2015). Managerial coaching: A formal process or a daily conversation?. International Journal of Evidence Based Coaching and Mentoring, (9), 77.
Mackie, D. (2015). Who sees change after leadership coaching? An analysis of impact by rater level and self-other alignment on multi-source feedback. International Coaching Psychology Review, 10(2), 118-130.
Williams, P. (2017). What are the challenges of introducing internal coaching in a VUCA context?. International Journal of Evidence Based Coaching & Mentoring, 15(2).
MacKie, D. (2015). The effects of coachee readiness and core self-evaluations on leadership coaching outcomes: A controlled trial. Coaching: An International Journal of Theory, Research and Practice, 8(2), 120-136.
Pousa, C., & Mathieu, A. (2015). Is managerial coaching a source of competitive advantage? Promoting employee self-regulation through coaching. Coaching: An International Journal of Theory, Research and Practice, 8(1), 20-35.
de Haan, E., Grant, A. M., Burger, Y., & Eriksson, P. O. (2016). A large-scale study of executive and workplace coaching: The relative contributions of relationship, personality match, and self-efficacy. Consulting Psychology Journal: Practice and Research, 68(3), 189.