 |
|
|
||||||||||||
|
||||||||||||||
|
|
||||||||||||||
|
|
|
|
 |
|||
|
Leadership Coaching Having interviewed in depth literally hundreds of top executive leaders, company presidents, chairpersons and board members, I’ve had the privelege to study under and learn from the best when it comes to understanding and developing leaders. I work to become a strong partner and ally for my coaching clients, creating an dynamic relationship and tailoring the process to fit each person’s learning style, strengths and stage of leadership development. I assist my coaching clients as they:
I believe rigorously in the positive approach, focusing on maximizing an individual’s unique talents to such a degree that their limitations or weaknesses become irrelevant. I do not take a remedial approach, which tries to find out what is “wrong” with a person, and then try to “fix” it: instead, by discovering and maximizing strengths, I help leaders get results for themselves - and through others - by discovering, cultivating and optimizing their real talents that lead to excellence. You don’t have to live near our main office near Washington, D. C. to benefit from Dr. Schuler’s coaching services! Great work can be done over the phone and through document review via email. To find out more about your coaching options and available coaching plans, click here now. Also, be sure to Subscribe to Dr. Schuler’s monthly e-Newsletter “What’s Up, Doc?” for tips and great content, and review the articles on this site whenever you have the time. Use the search box function on the left side of this page to find topics of interest to you. Please note: the search box is the only way you can get detailed review of the content of Dr. Schuler’s e-Newsletter Archive. Finally, if you’re interested in coaching, but not quite ready to begin a coaching relationship, be sure to review “Dr. Schuler’s Ten Rules for Working and Living” on this site by clicking here. That way, you’ll at least get the benefit of more great ideas to review and apply on your own time. |
|||
