Observable change, or it doesn’t count.
Coaching that cannot be reviewed against something concrete is difficult to justify and impossible to improve. This is the standard applied to every engagement.
What counts as a result.
A result is something a third party could notice. Not “the participant found it valuable” — that is satisfaction, not change.
Objectives and measures are agreed with the sponsor and the participant before an engagement begins, and reviewed at the midpoint and at close against those same measures. What follows is the kind of evidence used.
- Movement on a repeat Hogan 360°, where one was used at the outset.
- Specific behavioral change confirmed by the sponsor or by stakeholders.
- A decision, conversation or relationship that had been stuck, and is not.
- Team-level change: decision rights clarified, commitments held.
- Retention, promotion or successful transition — reported only where the organization attributes it and agrees to say so.
What the leaders themselves say.
Attributed by role rather than by name. Senior clinicians are rarely willing to discuss coaching publicly under their own name, and this practice does not ask them to.
I was skeptical about executive coaching. I’d reached a senior leadership role without it and wasn’t convinced I needed someone asking me how I felt.
What surprised me was how practical the process was. Alexandra understood the realities of working in healthcare from day one, so we never wasted time explaining the environment or the pressures. Instead, we focused on how I was leading within it.
A few months in, I found myself handling difficult conversations differently, delegating more and feeling less like I had to solve every problem myself. The changes weren’t dramatic overnight, but they’ve genuinely made me a better leader.
I’ve worked with leadership consultants before, but Alexandra was the first coach who really understood what it’s like to be a doctor as well as a leader.