“My best coaching work is done with the new executive or the recently partnered in a service firm who must now understand and develop his/her leadership capacity. I believe that leading others has more to do with who a person is rather than what they know. My job in coaching is to help the new or seasoned leader gain a better understanding of self.

My style is simple, direct, and straight forward. I’ve been around long enough to dislike psycho-babble and lingo. My job with my client is to form a solid relationship within which he or she can find the courage to understand himself, and what style of leadership is theirs.

For example: A billion dollar a year corporation wanted their CFO to succeed the CEO in the next few years, but was uncertain as to whether he had the right sense of service to become CEO. He and I began a 6 month engagement that helped him understand the company’s concerns, and he corrected a communication style that made him appear
indifferent, when he was actually being analytical. That relationship continues into the present the new CEO feels his way into the position.

Another assignment: the CMO of one of the world’s largest law firms was in jeopardy of termination if he did not change his autocratic style. In coaching, we helped him understand that while he was almost always right about
his job, he had to learn to let others ‘be right’ as well, and that his need to always ‘be right’ was the worst and most serious thing he did ‘wrong’. He kept his job, and still works for that firm. I have been a psychotherapist since 1978. I received my graduate degree in psychology from Duquesne University, and began working in various United Way agencies in the greater Dallas area. I went into private practice in 1983, where I have been ever since.

My coaching work is a natural outgrowth of my therapy practice, in which I learned how to form strong, direct bonds with clients.

Since 2007, I have contributed a quarterly column at Texas Lawyer Magazine called The Coach’s Corner.”