Blog


Welcome to Evy Severino's blog.  Evy is a coach and leadership consultant who helps organizations become more human and more humane - and get better at what they do.  She blogs about what inspires and helps her clients. 

 

How to Keep Your Staff from Getting Restless

  • October 11, 2013
  • Evy Severino
  • Comments Off on How to Keep Your Staff from Getting Restless

This is the full version of an article published today in the Pittsburgh Business Times:

 

According to Manpower Group, 84% of employed Americans sometimes feel trapped in their jobs and want to find a new position elsewhere and 64% have gotten either a “feeler” or a firm job offer from a different company in the past 12 months. Whether the economy is turning around is still being debated, but the question remains:  What can you do to create a workplace where good people WANT to stay?

1) Make work as good as it can be

Your strong performers (and most people) want to be successful.  If productivity is suffering due to something you can address, do so. 

  • Are there personality conflicts, redundant or unclear roles, uneven workloads, and nasty customers to deal with? Are working conditions sub-par? If you aren’t sure, ask yourself if you would want your loved ones to deal with the situation day-in and day-out.
  • Are you willing to use your energy and authority to create change? If so, ask for specific input from the individuals and involve them appropriately (no dumping) in making the improvements. 

2) Grow yourself

Remember, most people take new jobs because of the company but leave because of a boss. Even if you have never been nominated for the worst boss award, take a look in the mirror and ask yourself “am I the best leader I could be?”  If you have room to grow, (and who doesn’t?) try the Quarterly Focus method to continuously improve yourself (see Quarterly Focus). 

Quarterly Focus:  How to Continuously Improve Yourself

  1. Reread your past few performance reviews or 360-degree feedback reports or ask some trusted colleagues for feedback.  Colleagues can provide a list of two to three strengths and one behavior or skill that, if changed, would make you significantly more effective. Offer to reciprocate with feedback of your own.
  2. Pick one thing at a time to work on, tell your colleagues what it is, and work on it daily for 3 months.  We are talking about habit change – things that are simple but hard.  Things like delegating without micromanaging, being prepared for meetings, being more collaborative, listening without interrupting, or modeling the values that you say you believe in.  Check out your company’s programs, and online tools, leadership blogs, books, or articles to get tips. 
  3. After 3 months, follow up to ask for feedback from your colleagues.  If you have told them what you are working on, they are more likely to be watching for change.  You may decide to keep working on the same habit for several quarters or pick the next one on your list.
  4. Keep doing this and you will become a better leader.  You may even inspire others to do the same. 

3) Help Others Meet their Goals

  • For people with potential and ambition, study after study shows the best way to develop and retain them is to put them in charge of challenging projects.  Show your support by supplying the resources and sponsorship that are needed for success. This may mean regular check-ins with you or other senior leaders, a mentor or peer advisor.  It could mean specific training, budget or staff.
  • For those who are doing good work but not clawing for the next promotion, what will help them be at their best? What are their motivators?  If you don’t know, ask.  Things like flexibility, occasional seminars, a chance to join a cross-functional team or a new title may cost little but deliver wins.
  • What about peers?  Instead of competing in a game of workplace “sibling rivalry,” flip your mindset and think: “How can I create a win/win?” 

 

Evy Severino is an executive coach who works with leaders and teams when they are ready to take performance to the next level.  She is a member of the coaching team at Carnegie Mellon’s Heinz Negotiation Academy for Women and serves as a board member for the Pittsburgh Chapter of the International Coach Federation and Amachi Pittsburgh.  

Share

Read More

Get New Insight on Coaching at the Pittsburgh Human Resources Association Annual Conference

  • September 19, 2013
  • Evy Severino
  • Comments Off on Get New Insight on Coaching at the Pittsburgh Human Resources Association Annual Conference

HR Toolbox: A Coaching Tool to Increase Engagement

According to Gallup, Inc., 70% of US employees are either not engaged at work or are actively disengaged.  Many employees think they are “stuck” due to the economy, their personal situations or simply assuming others are in control.  A person who feels like a victim rarely does their best work. How can you get beyond addressing negative workplace behavior at all levels, and move toward a positive shift?

 This workshop will give you a practical tool used by Executive Coaches to shift energy and behavior when people are stuck in unproductive patterns. You will learn to:

  • recognize the Drama Triangle and its players
  • shift from Victim, Persecutor or Rescuer to Coach, Creator or Challenger
  • use your awareness to help others identify their choices

This interactive workshop will also include a live coaching demonstration. 

In addition to this workshop, five qualified coaches from the Pittsburgh Chapter of the International Coach Federation will be available to speak with you one-on-one during the Exhibit Hall hours of the Conference.  They can provide a brief “laser coaching” session and answer questions about hiring and getting the best ROI from coaches. 

 This workshop will be led by three Executive Coaches on behalf of the PittsburghChapter of the International Coach Federation (ICF).

  • Jane Patterson Abbate, PCC, ORSCC, Managing Partner, Cornerstone Team Development, coaches high-performing leaders and teams who want to achieve even greater performance.  She has over 20 years of senior-level leadership experience in human resources management, marketing, and product development and is an adjunct faculty member for the Duquesne University Professional Coach Certification Program.
  • Janice Sabatine, PhD, CSC, President of Avanti Strategies, coaches women physicians and scientists to function as successful leaders and executives and is a primary faculty member in the Duquesne University Professional Coach Certification Program.  She currently serves on the Board of ICF Pittsburgh as Immediate Past President.
  • Evy Severino, ACC, SPHR, Managing Director of Severino Consulting, LLC, works with leaders and teams who are ready to take performance to the next level.  She has over 20 years of HR leadership experience and is a coach for the Carnegie Mellon University Heinz Negotiation Academy for Women.  She currently serves on the Board of ICF Pittsburgh as Secretary. 

If you are unable to attend, we recommend the book, The Power of TED* (*The Empowerment Dynamic)

 
Share

Read More

HR Toolkit: Four Questions to Ask BEFORE You Hire an Executive Coach

  • September 19, 2013
  • Evy Severino
  • Comments Off on HR Toolkit: Four Questions to Ask BEFORE You Hire an Executive Coach

Are you responsible for hiring coaches for your organization? If so, here are some tips to help you. 

This article was published in the September issue of the Pittsburgh Human Resources Association Newsletter, Perspectives. 

When a leader in your organization asks for your help in selecting an executive coach, where do you start?  As an HR Professional, your knowledge of the individual(s), your corporate culture and interviewing skills will serve you well.  Asking these 4 questions will not only help you find the right coach for someone you wish to develop in your organization but will build your skill in coach selection for the future.

1)     Where can I find skilled coaches?

  • In Pittsburgh, you can find over 80 qualified coaches in one click at the Pittsburgh Coaches Association (PCA), which is the local chapter of the International Coach Federation (ICF) at http://www.pittsburghcoaches.org.  Click on “Find a Coach” and you will find bios alphabetically and by coaching specialties including Executive, Leadership, Team, Wellness and Life.
  • Outside of Pittsburgh and outside of the US, you can search the International Coach Federation Website at http://www.coachfederation.org/. The ICF hosts a global free searchable directory of ICF Credentialed coach members called the Coach Referral Service (CRS). 
  • Your company may have a list of “preferred providers” that have been vetted by your Leadership Development staff.  Whether or not there is a formal list, it is always a good idea to check with your colleagues to learn about past successes and coaches.

2)     How do I narrow it down?

  • This is where you already know a lot about what you need.  Look for coaches who have expertise in organizations of a similar size or industry.  Often you will see the term “corporate coach” to indicate experience in contracting with organizations vs. a one-on-one contract with an individual. Look for coaches who have worked with clients who have similar needs and goals as the person you are trying to match.
  • You can link directly to coaches’ individual websites from the PCA “Find A Coach” page.  There you will learn about the coaches’ experience, qualifications, approaches and target clients.  You should be able to learn about where the coach was trained and any certifications they have.  
  • You want coaches who have demonstrated command of key coaching competencies and are committed to a code of ethics, such as the ones set out by the International Coach Federation.
  • Once you identify a list of coaches who match your specifications, here are some key questions to ask via a phone call:
    • Can you tell me about your coaching philosophy and process?
    • What assessments do you use?  [Can you use our company’s assessments?]
    • Who is a perfect client for you? (helps you know if your client fits their ‘sweet spot’)
    • Can you give me some examples of the types of successes your clients have had?
    • How long does an average assignment take and how do you measure success?
    • How do you normally work with the client’s boss? HR?
    • Can you provide references from organizations like ours?
    • What are your rates for coaching and the assessments? Do you offer negotiated rates to organizations like ours? If so, what are the terms?

3)     How do I help create the right fit?

  • Pick a handful of coaches and get to know them one-on-one.  Set up calls or ask them to visit your office for coffee or lunch.  Even once you have found the right coach, keep meeting new coaches and you will source the right coach more quickly the next time you need one.  Most successful coaches will not accept a job that is not a fit for their practice and many will help you identify another good coach in their network for your needs.  And they can often give you useful insights or feedback on your company if you ask.
  • Of all of the coaches you consider, pick three to give to the leader who will be coached and ask them which 2 out of the 3 they would like to meet.  Most coaches will agree to a complimentary “chemistry” meeting that can be on the phone, video chat or in person.  This is generally a 30 minute conversation during which the coach and the prospective client have a private meeting to learn a bit about each other and see if they click.  There is significant evidence that allowing the client to select their coach from a small number of candidates increases motivation and follow-through in the coaching process.
  • If you don’t have time to interview the coaches before your executive does, meet the coaches directly before or after they have their chemistry meetings. You can compare notes and help them process their reactions.

4)     How shall I go about contracting and pricing?

  • Once you think you want to work with a coach, ask for a formal proposal.
  • Some coaches charge by the hour, some use a monthly retainer, and others charge two or three times during the process. Regardless, you should think of coaching as a project that has a beginning, a middle, and an end. 
  • The proposal/contract should outline deliverables, timing, communication, measures of success, pricing and payment terms. 
  • The contract is between the organization and the coach.  Often the term “sponsor” is used, meaning the person in the organization who is negotiating the contract and budgeting for the coaching investment. The sponsor can be HR or the Line Manager whose budget will pay for the coaching.
  • Best practice is for HR to be involved in coaching regardless of which department is paying the bill.  HR can play a key role to ensure that the manager, the coach and coaching client are being accountable for their commitments and preparing for the time when the coaching assignment is over.  More on this topic in the next article. 

Learn the basics, get to know coaches and look for ways to maximize ROI and you can make a significant impact on the value your organization receives from coaching.

Evy Severino works with successful leaders and teams who are ready for their next big challenge.  She has participated in coach selection from both sides of the desk:  in her previous HR roles at GlaxoSmithKline and in her current role as Managing Director of Severino Consulting, LLC.   

 


 

 

Share

Read More

Thinking Environment® Workshops

  • January 5, 2013
  • Evy Severino
  • Comments Off on Thinking Environment® Workshops

  

 THINKING ENVIRONMENT® WORKSHOPS COMING TO PITTSBURGH FEBRUARY 21-23, 2013

REGISTER BELOW – DEPOSIT DUE DATE FEBRUARY 10

Want To Increase The Quality of Thinking in Your Organization This Year?

In today’s world of speed, complexity and lean budgets, we need everyone to think at their best.  Yet, in many workplaces, people believe “whomever is highest on the org chart does the best thinking” or “we don’t have time to involve many people.”  Yet, these assumptions can undermine the many things you are doing right to build highly engaged employees and high performing teams.

One of most important responsibilities of a leader is to create an environment for success.  

The Thinking Environment®, based on Nancy Kline’s book, Time To Think, is a powerful way to unleash the best thinking capabilities of individuals and teams.  Organizations that have made the Thinking Environment their own culture have:

  • simultaneously increased quality and speed of decision making
  • found new solutions to old problems
  • seen a shift to more energetic meetings with improved outcomes
  • increased quality of life for their teams

Bring the Thinking Environment into Your Organization:

Foundation Course – Thursday-Friday, Feb. 21-22, 2013

Thinking Partner Skills Overview – Saturday, Feb. 23, 2013 

Instructor:  Sara B. Hart, Ph.D.

Dr. Sara Hart earned her Ph.D. at Northwestern University and then taught at Queens College in New York City. She spent 20 years at Pfizer where she was responsible for leadership, team, and organization development for the research division in the US. She also was head of HR at the research center in the UK. Sara received formal coaching training at the prestigious Hudson Institute of Santa Barbara and is one of only two certified Thinking Environment®  instructors in the United States.  She has worked closely with Nancy Kline, Author of Time To Think, and is the only faculty member of Time To Think in the US.  She is the founder of Hartcom and is based in the San Francisco Bay Area. To learn more about Time To Think, visit http://www.timetothink.com.

A Thinking Environment is the set of conditions under which people can think for themselves and think well together.  It is founded on the belief that if you create a particular environment, people can and will think for themselves.  A Thinking Environment is a foundation for improving group thinking and communication skills – core components of team effectiveness.   A Thinking Environment is not just a theory or set of skills, it is a way of being in the world that enhances the ability for people to think. 

Benefits:

  • Enrich your work, relationships and life
  • Produce better ideas in less time with better business outcomes
  • Increase motivation and commitment of the work force
  • Treat others well
  • Take self-accountability 

Thinking environments lets every person know that:

  • Your ideas do matter
  • What you think can add value to this meeting
  • You are as important as any other person here
  • Your job is best done by contributing your thinking to the meeting

TWO DIFFERENT COURSE OFFERINGS:  

1) THE FOUNDATION COURSE Are you interested in groups and the Thinking Environment?  The Foundation Course:

  • Introduces you to the Ten Components of a Thinking Environment and their nine applications.
  • You will explore Thinking Pairs, Dialogue, Rounds, Open Discussion, Meetings, the Time To Think Council, Presentations and Facilitation.
  • Any of these applications will help you turn groups and organizations into Thinking Environments.
  • Size is limited to 12 participants. 

Date:  Thursday and Friday, February 21 and 22, 2013

Cost:  $825 – Includes: Two-day highly interactive small group workshop, materials, coffee/tea/water and lunch both days

Location: 6955 Thomas Blvd, Pittsburgh, PA 15208 (Near Bakery Square)

2) THE THINKING PARTNERSHIP SKILLS OVERVIEWAre you an external or internal coach or are you interested in working one-on-one with the Thinking Environment?

  • This workshop is an introduction to the Thinking Partnership Session, a uniquely powerful process for liberating the human mind.
  • Through generative Attention and the building of Incisive Questions, this process produces breakthrough, independent thinking.
  • You will observe a full Partner Session and will participate both as Thinker (considering topics of your choice), and as Thinking Partner (practicing this elegant expertise). 
  • Size is limited to 6 participants.  

Date:  Saturday, February 23, 2013

Cost:  $475 – Includes: Highly Interactive small-group workshop, materials, beverages and lunch

Location:  6955 Thomas Blvd, Pittsburgh, PA 15208 (Near Bakery Square)

These high-value programs are being brought to Pittsburgh by Papinchak Consulting LLC and Severino Consulting LLCWe invite you to attend either or both workshops, depending on your interests.  Contact Anne or Evy with questions or to learn more about how you can use Thinking Environment to bring your company’s values to life.

 

Anne Papinchak is a certified professional coach, with a passion for both team and leader development. As a senior leader and now as a consultant, her expertise is working in the white space, coaching and leading without direct authority across key functions to deliver results.  Contact her at 412 445 5423 or anne.papinchak@gmail.com.

Evy Severino is an ICF certified executive coach to successful leaders and teams who want to take performance to the next level. Bringing deep corporate experience and just enough tools, she makes the process fun, fast and sustainable for her clients.  Contact her at 724 612 5235 or evy@severinoconsulting.net or www.severinoconsulting.net. 



Pay Balance for Feb. 21-22-23 Time To Think Workshops




Share

Read More

What’s Your Cilantro?

  • March 5, 2012
  • Evy Severino
  • Comments Off on What’s Your Cilantro?

What is it that attracts you – no matter what? On a restaurant menu for me, it’s cilantro.  I will pretty much order any dish that advertises cilantro.  

When it comes to work, it’s the freedom to create a schedule that helps me live my best life.  Let me be clear – I am not a slacker.  I love my work and can often be found thinking about my clients and working at late and odd hours.  But I believe that I am even better at my work when I can craft my time around the people and things that matter in my life. 

I was first introduced to the 4-day workweek in the 1970’s while working as a summer employee in Yellowstone Park.  A progressive policy that attracted 5,000 workers each May through August allowed me to work at the Travel and Information Desk for 4 long days and then to backpack in the Tetons, whitewater raft on the Snake River or party in Jackson Hole for the next 3.   I was quickly indoctrinated into the work hard/play hard mentality and fell in love with intense periods of work interrupted by quality leisure time.  And perhaps MORE leisure time than what the world was generally offering me.  

During college, I got 6 credits for attending a summer program at Cambridge University where we took classes from Monday through Thursday and then traveled through the UK and France on our long weekends. 

After I had been working for several years and recently married, my husband took a job halfway across the country and I became the trailing spouse. Seizing the day, I announced that I would be taking the summer off to ‘set up our house’ and perhaps enjoy the pool in our new neighborhood (ok, a bit of slacking was planned here).   But my plan was dashed when a headhunter called with a job opening.  I quickly declined until I heard the magic words “the entire plant works a 4 day work week.”  I started the job on June 13 and stayed for 22 years. 

During those 22 years, I performed well, got promoted and moved to the corporate office.  While this office didn’t have a four-day week, they did have “Summer Hours” which allowed you to leave at 1pm on Fridays. Later when a corporate merger eliminated Summer Hours but offered flexible work options, I did negotiate four-day weeks with pro-rated pay.  As a credit to the company, my boss and my work, I got a big promotion to a director title while on the reduced schedule.  They were not viewing me as on a ‘mommy track.’ 

When peak workloads presented themselves during mergers and restructurings, I learned to volunteer to work full-time before I was asked, and then return to 4 days when things settled down.  My kids got older and went to school.  I did not give up the arrangement.  I called it ‘the civilized life.’ It allowed me to look outside of the tunnel that we all live in by necessity when we have demanding jobs and families.  It made me a more focused, rested and creative worker for my corporation.  And, I pretty much did the same job I did while working 5 days – so I was saving them money – 20% less on salary, bonus and benefits.  During this time a headhunter could never even come close to offering me greener grass.  I was thrilled with my job and my schedule.  It was a win/win – for the company and for me.

A few years ago, changes at the company required me to return to a full-time schedule.  While the 4-day week was never a conscious focus of career planning, it seemed like it was finally time and I began making plans for an exit.  A year ago, I started my own business.  And guess what? The work schedule at Severino Consulting is perfect for me! (my boss is awesome).

  • So what is your cilantro?
  • What is your four-day week?  
  • What is important to you that will keep you fresh and centered on your values? 
  • How can you build or re-build it into your career?
  • What is one baby step you can take in the next 48 hours to move toward your cilantro?

If you lead others, think about your best people.

  • What are their cilantros? 
  • How can you help them craft a situation that makes them ignore headhunters and keep on growing with your organization?  

 

 

 

Share

Read More

5 Ways to Improve Small Talk at Work

  • January 5, 2012
  • Evy Severino
  • Comments Off on 5 Ways to Improve Small Talk at Work

I love walking to meetings with Mike because he almost always has a thought-provoking question or anecdote about his weekend.  First he asks “what is the proper way to eat shrimp from a martini glass?” Then he tells you how he accidentally sprayed his boss with cocktail sauce.   Mike is a master of small conversations.  And, he can always get a favor from me and from scores of his colleagues.  

What’s the difference between small talk and a small conversation?  Small talk feels stilted.  It’s like a play with bad actors who want to get offstage.   A small conversation gives you a little boost of energy and a human connection.  It can make you laugh or give you a nugget of wisdom.  It can help you see your colleagues as real people and vice versa.  It can improve your relationships and the network of people who want to help you. 

And, according to a study at the Stanford University School of Business (Hansen and Harrell) which tracked MBAs 20 years after graduation, grade point averages had no bearing on their financial success, but their ability to converse with others did. 

Here are 5 easy ways to improve your small conversations:  

  1. Make it real – Disclose something that is not too personal but something that is right now on your heart, head or hands (what are you feeling, thinking and doing?).  If you are authentic, the chances of the other person being real will increase.  If you keep it fake and safe, the chances of things staying in that realm are strong.  Take a small risk and see what happens.  Are you happy about your kid getting an A?  Are you frustrated with traffic?  Are you still laughing at the [clean] joke you heard on the radio? Are you looking forward to your class reunion?
  2. Make it useful – Think of it as a time to get some ideas on things you are working on.  Share what you are stuck on and then pause to allow the other person a chance to comment.  Whether it’s how to get the wallpaper off the powder room walls or why the system keeps crashing, you just may end up with a thought that helps you solve a problem.
  3. Make it a time to learn about the other person – what was the highlight of their weekend?  Where did they go on vacation? What was their favorite holiday gift?  Ask a good question and then pause and listen.   Maintain eye contact and don’t look around the room while they are talking to you.  Ask a follow-up question and listen some more.  Don’t tell about your vacation the second they get the first sentence out of their mouth.
  4. Follow up – next time you see the person, ask about their home improvement project or their new pet.  Continue to learn more.
  5. Notice what you share with friends and family — you may find a snippet of the week to use elsewhere. Maybe you tweet or facebook.  I often email my dad with small updates about my family.  The process of writing creates a reflection about “current events” that I can then share with others.  Sometimes I share his snippet and sometimes I share mine. 

We are on this earth for a short time, why not make small conversations a building block to stronger connections with those around us?  Who knows? your career may get a lift too. 

 

Share

Read More

Pearl of Wisdom

I was meeting him to discuss the development of an up-and-coming colleague.  My first impression came from an immaculate desk, an unassuming tan sweater and a piercing gaze.   

Multiple stretch assignments have schooled him and earned him a senior executive role at a Baldridge Award-winning company. People respect him and fear him just a little because he is a wicked-smart man of few words.

We were almost finished with our conversation when his eyes lit up and he smiled, remembering ‘the best advice I ever received’.  I sat back, preparing to take in a pearl of wisdom. 

“If you don’t know, say you don’t know.”  

Share

Read More

Teams In Sync

 

It was Day One of my new job with the global team. It was 15 minutes into the first staff meeting.  I had just learned more about the team and their work than I had during the weeks-long research and interview process.  

This is how the meeting started:  Personal and Professional Check-ins.  We were all on the phone.  Each person took no more than 2 minutes to share what was on in their mind about work and home.  “I am excited about tomorrow’s leadership program kickoff and my basement flooded over the weekend.”  “I am almost done analyzing the data for the survey.  My daughter is sick and I think I am getting it too.” 

No one talked about anything too personal but shared enough so I could get a glimpse into their lives.   I soon had empathy for these people as humans and as colleagues.  And also knew who might need some help, who might be able to help me and who might need to be left alone to finish their projects.   

The man with the sick child was immediately asked if he wanted to work from home for a day or two by our boss.  The woman with the wet basement was later asked by a peer if she needed some help on her work and also given some advice on how to get the insurance company to replace her carpets vs. chemically dry them.

Small things? Maybe.  But life and work are made up of small things. And we are each whole people who work and have lives.  Our complete minds and bodies go to work, not just a section of ourselves that can be surgically separated for 10 hours a day.  And when we can take 2 minutes to acknowledge this, amazing things can happen.  

Since that first day on the job, I have used and seen dozens of leaders use personal and professional check-ins.  Teams start to understand each other better and build relationships where none existed previously.  They deliver more collaboration, innovation and SPEED. 

Try it:  Personal and Professional Check-ins

  1. Tell the team that you’d like to try something new to help the team be in sync
  2. Ask someone to be a timer.  After the agreed time (start with 1 or 2 minutes each) the gentle alarm sounds, they take a few more seconds to wrap up or just stop. 
  3. As the leader, you go first.  Start with personal or professional, whichever you like better.  For each one, say something real that is not too personal and that you think will help others understand you. What is truly active on your mind right now? What is distracting you?  Don’t share anything confidential, but give a little view into your thinking — what you are delighted about? what you are struggling with?  Maybe someone will have a nugget for you.  Or not.  Or not this time. 
  4. Move to your left or right if you are face-to-face and go around the room one by one.  If virtual or partially virtual, use alphabetical order or geography or any way that enables people to know who is next.  No one comments, everyone listens to the person who is talking.  No one interrupts.  No one types, IM’s or otherwise plays with their devices.  When you are done, move on to the next part of your agenda.  The seeds will grow over time.  
  5. Play with it for 4 meetings.  If you still don’t like it, you may be taking too long for each person, not being equal with time or folks are just not saying what is truly real for them yet. Or, maybe it’s just not for your team. 
Share

Read More

Teams Testimonials

  • October 10, 2011
  • meesha
  • Comments Off on Teams Testimonials

 

When a colleague and I had the idea to start a network for women CEOs of nonprofits in Southwestern PA last year, we asked Evy Severino and Nancy Furbee to help us make it happen. They listened to our needs and custom-designed a series of short leadership experiences that gave us new perspectives and tools to use in our organizations. Even more important, they helped us create a community of executives who can pick up the phone and call each other when we are stuck. Nancy and Evy brought outstanding expertise and were the glue that held our group together. 



Bobbi Watt Geer, Ph.D., President & CEO 
United Way of Westmoreland County

Evy is able to zero in on the key issues and respectfully move people from where they are to where they need to be.



Jean Nagy, Founder, The Bottom Line Doctor

In a highly organized, productive manner, Evy got us all talking about the things that we wanted to improve in our office. We realized that our priorities and problems were all similar, but that we had different ways of expressing them. In three hours, we isolated primary pain points and developed actionable solutions that we will carry out ourselves.

3 weeks later, we’re still elbow deep in implementation. Our session with Evy was truly a turning point for our office. Overall morale has improved, and we all share a sense of shared purpose and commitment to bettering our work environment.

Christina Keffer, Website Marketing Manager

The national manager’s meeting went even better than expected. We achieved our desired outcomes…GREAT exercises.

Sales Vice President
Major Pharmaceuticals Company

Evy is very, very compassionate – you feel she is right there with you.

Director, Cleveland Clinic

Share

Read More

Executive Testimonials

  • October 10, 2011
  • meesha
  • Comments Off on Executive Testimonials

Evy is an expert executive coach who brings the right mix of business acumen/experience, creativity and functional knowledge. Based on my experience, I am confident that Evy is equipped to provide excellent results in any situation. I am in the process of engaging her for a second coaching opportunity and she is on the top of my list of go-to consultants/coaches outside of my organization.

Karen Zelenski
Executive HR Director
Bayer HealthCare

I’ve had the pleasure of working with Evy with a fledgling CEO group I was co-chairing. Evy worked with me to help the group evolve, developing trust and refining the interpersonal coaching and problem-solving skills of the group over the course of a year. She helped me take the group from a mere idea to a fully-formed CEO peer group engaging in coaching and real-time problem-solving, using practical tools with broad and useful application. I’ve used the tools from my work with Evy in all aspects of my professional career, and carried them into my personal life, as well.

Kara Rutowoski, Executive Director
The Early Learning Institute

When I initially hired Evy as my coach, part of me wanted someone just to tell me what to do! But that’s not how things went, which was definitely for the better.  She guided me to let my own path unfold.After four months of coaching, I have a new confidence and a higher level of ownership for my job. I am more mindful in how I approach interactions at work and at home. And, I am taking some tools with me to use on my own. 

Director, Non-Profit

 

Coaching with Evy helped me through a tough time and got me started off on the right foot in my new position. 

Association Executive

Working with Evy was not “work.” The process was structured but flexible to allow room for my personal preferences and she never held back!  She was on the journey with me to guide me outside of my comfort zone in a smooth and unthreatening way.

High Potential Manager
Fortune 100 Company

Thank you for helping me to grow as a person and more fully connect to the joy in my professional life. Thank you for helping me see again, more clearly, what matters most.

Manager
Pharmaceuticals Company

Evy is a highly skilled, gentle, honest, and effective coach. I credit my time with Evy for allowing me to grow professionally, for helping me to accept both work and life challenges, and for helping me see the gifts and strengths I can offer a work team.

Sr. Consultant
Global Consulting Firm

I rejected the idea of a coach for many years. Evy is different: She carefully tailors her approach to my situation; she listens deeply and hears things that I’m saying which show me my barriers and open doors; she provides honest, pin-point observations – some uncomfortable to listen to; and she asks questions that help me guide my journey daily, beyond the coaching session. Perhaps the most valuable skill she’s taught me is how to listen to myself and correct my course immediately.

By applying what I’m learning, I’m not only enjoying my life more but it’s contagious – it’s helping the people around me see things more optimistically and understand where they can make things better too. I asked Evy to help me get back into my “Zone”. Well, the Zone she’s helping me find is far beyond what I had in mind…and I’m excited to get deeper into it!

Director
Global Corporation

Share

Read More