Executive Coaching
Coaching may be warranted when…
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CEO- and C-Level coaching transitions
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E.g., performance remediation, promotion,
career shift, adjustment to org. change
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Preparation to advance to C-level
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High-potential coaching
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Need to narrow or close gaps
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Understanding C-Level Dynamics
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Situations
What distinguishes SBLC for coaching..
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Over three decades of experience in both
consulting and corporate roles across six
continents and numerous industries -
Highly recognized coaching certifications
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Board Certified Coach (BCC®)
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ICF® Certified Coach
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PCC®, ACPEC®
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SBLC Difference
Dr. Steven Blackman is both a Board Certified (BCC) and an Advanced Personal & Executive Coach (ICF) and brings decades of real-world professional experience for the benefit of SBLC coaching clients. As importantly, the SBLC firm’s network of qualified coaches is extensive such that prospective clients are offered a choice as to the type of coach with whom they might want to work.
At SBLC, coaching referrals primarily come from three sources…
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Individuals: Individuals with a wide variety of backgrounds contact SBLC directly to inquire about either executive or personal coaching. More recently, early career professionals have sought out our coaching services, ensuring they make the very best impression in their early years in the professional world.
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Organizations: Organizations (coaching “sponsors”), reach out to SBLC in order to request “External Coaches” (for their own selected professionals and leaders).
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Consulting Firms: Similar to requests for experienced assessment experts, consulting firms reach out to SBLC to act as independent contractors towards assisting them in working with leaders in their own client organizations.
The SBLC Difference in Executive Coaching
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SBLC is well-suited to coach professionals for a long list of reasons. Here are just a few of them…
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Professional transitions: Adjustment to a new role/promotion, career shift, coping with a difficult organizational change, etc.
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Preparation for eventual advancement to the C-level: Which skills/competencies are most critical to develop as soon as possible? What are those things that can inadvertently derail professionals as they are climbing up the organizational ladder?
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Navigating the C-Suite: The higher up the organization chart an executive ascends, the less direct and honest feedback they will receive. Mid- to later career executives find it highly valuable to have outside sounding boards or thought partners with whom they can work with in a confidential manner.