Coaching designed around the leadership requirement—not a standard package.
Tailored, but not undefined. You should always know exactly what has been agreed before an engagement begins.
Tailored is not the same as vague.
Every engagement is built around the leader, the role and the organization. That does not mean the scope is open-ended. Each proposal specifies exactly what has been agreed, so the sponsor can approve it, budget for it and review it against something concrete.
- Objectives, and how success will be measured.
- Participants, and their level.
- Session cadence and total duration.
- Any assessments used, and why.
- Sponsor review points and what is shared at them.
- Deliverables and close-out.
- Timing and fees.
Four ways organizations engage the practice.
One-to-one executive coaching
- Who it is for
- Physicians, clinical leaders and healthcare executives at any level carrying real leadership responsibility.
- Problems it addresses
- Influence that stalls, decisions that slow, delegation that never quite happens, and capable leaders operating below their level.
- Typical components
- Sponsor and participant alignment, agreed goals and measures, regular confidential sessions, between-session application, midpoint and final review.
- Expected forms of progress
- Clearer decisions, more effective delegation, stronger stakeholder relationships, more consistent leadership behavior.
- Delivery
- In person across South Florida, or virtually nationally.
Leadership transition coaching
- Who it is for
- Leaders moving into a materially larger or different role — first medical-director appointment, enterprise promotion, or peer-to-leader shift.
- Problems it addresses
- The capabilities that earned the promotion are not the ones the new role rewards, and the cost of a poor transition is high and public.
- Typical components
- Role and stakeholder mapping, assessment or stakeholder input where appropriate, focused coaching through the first 90 to 180 days, review.
- Expected forms of progress
- A credible start with key stakeholders, earlier clarity on priorities, fewer avoidable missteps in the first months.
- Delivery
- In person or virtually, usually with a higher cadence early on.
Assessment and development
- Who it is for
- Organizations that want structured, objective insight into how a leader is experienced before deciding what development is needed.
- Problems it addresses
- Feedback that is either absent or too polite to be useful, and development decisions being made on impression rather than evidence.
- Typical components
- Hogan 360° feedback and MBTI where appropriate, a structured debrief, and a development plan the participant owns.
- Expected forms of progress
- Insight converted into specific, observable behavior change — assessment on its own changes nothing.
- Delivery
- Standalone, or as the opening stage of a coaching engagement.
Executive team coaching
- Who it is for
- Executive teams, service-line leadership groups and boards where individual strength is not producing collective performance.
- Problems it addresses
- Strategy agreed but execution fragmented, meetings that surface information but avoid decisions, accountability that stays individual.
- Typical components
- Sponsor and team-leader brief, confidential discovery interviews, team diagnostic, facilitated working sessions, operating commitments, review.
- Expected forms of progress
- Clearer decision rights, harder conversations actually held, commitments that survive the meeting.
- Delivery
- On site, with individual coaching alongside where required.
Proposal based on scope, duration and number of participants.
Fees are quoted per engagement rather than published as a rate card, because the variables that actually drive cost — the number of participants, the length of the engagement, whether assessment is included, and how much on-site delivery is required — differ in every case.
You will receive a written proposal setting out the scope, the objectives, the review points and the total fee before any commitment is made. Coaching is normally commissioned and paid for by the organization rather than the individual.
What leadership capability does your organization need next?
Share the context, the leaders involved and the change you want to see. Alexandra will respond personally to arrange a confidential introductory discussion.