I like having direct access to you. You didn’t sell me on coaching and then refer me to a less experienced subordinate.
I’ve begun to change my mindset regarding specific problems and my approach to solving them. For instance, when it comes to delegation, I now consider my billing rate compared to those I delegate tasks to. This mindset shift helps me make better decisions for my customers and my company.
I enjoy the structured nature of the consulting, but I also appreciate the flexibility to delve into particular issues and develop unique solutions, rather than relying on “one size fits all” answers. And I like that you have practical and useful advice in writing that I can refer to and share with my team. For example, your hiring guide is something that I have found useful and referred back to.
You excel in helping me pinpoint the root causes of challenges and identify solutions. Your industry-specific knowledge and expertise ensure that the questions you ask and the solutions you propose are relevant and useful within the context of the industry. When I bring a problem, you can help identify that that is either a systemic industry type of problem or a “specific to my business” type of problem, and then we can address it accordingly, deciding if I need to change, the industry needs to change, or how to best manage the situation.
I think that any construction executive or CEO who wants to improve their performance and their company’s performance could benefit from your coaching, as someone who pushes them to be more deliberate in their actions and introspective about their performance.