EMPA Consulting Group, LLC

"Leadership & Organizational Development Since 1992"


Leaders are extremely capable people, but their strengths will carry them only so far until their weaknesses begin to impede further development. Process driven leadership coaching is focused on the identification and removal of the obstacles that are created by personal weaknesses. In order for the full potential of an individual to be maximized weaknesses must be eliminated. Your employee will be engaged in a six phase process to identify weaknesses, provide tools to overcome obstacles and establish a long term sustainable regimen for continuous self-development.


The first phase is devoted to explaining the coaching process, establishing ground rules and discussing your employee’s expectations. The employee will be led through a self-discovery process which will prepare her to take notice of the way people react to changes in her behavior. Three instruments will be used to gather information about your employee:

  •  An ASSESSMENT will be used profile the employee’s behavioral style and behavioral motivators.
  •  A PERSONAL INVENTORY will be used to engage the employee in “big picture” thinking about where she wants to be within five years.
  •  A SELF-ASSESSMENT will involve the employee in a deeper level of analysis of why her strengths, weaknesses and talents matter in her career development.

 At the close of the first phase we will have identified a starting point for the employee’s developmental process. We then begin to decide where she will need to focus. The goal for the employee will be to close the gap between where she is now (status quo) and where she wants to be (her vision).


The second phase of the process enables the employee to assess her personal environment and understand how others see her. We will analyze the way she deals with change. We will focus on the values that motivate her, and help her to relate her actions to the values that drive her. Developmental areas will include: 

  • Extrinsic And Intrinsic Support
  • Perceptions And Disconnects With Others
  • Change Management
  • Values Clarification
  • Benefits Clarification
  • Personal Quarterly Measurements


As the employee corrects her weaknesses she will begin to think and act differently, and generate more respect among those she leads. Developmental areas will include: 

  • Acknowledgement Of Weaknesses
  • Observing And Journaling Weaknesses As They Occur
  • Creating Replacement Behaviors
  • Evaluating Personal Effectiveness


At the approximate halfway point the employee will be asked to prepare an evaluation of the coaching process thus far. The objective is to assess what information and exercises have made the most difference to her, and how much more she will need to do to reach her development goal. A meeting will also be scheduled with a designated person or persons from your management team to evaluate the employee’s progress and provide feedback to use in the remainder of the coaching engagement.


The emphasis will be on the development of relational and organizational skills. A variety of exercises will be introduced to allow the employee to improve her performance and value within the organization: 

  • Problem Solving
  • Communications
  • Listening
  • Non-Productive Behavior
  • Creating Enthusiasm
  • Leadership
  • Decision Making
  • Time Management
  • Personal Image And Presence
  • Personal Vision


 Building on the body of work produced in the first four phases the employee will know the behavioral changes she needs to make. An emphasis is placed on the necessity of making a long-term commitment associated with these changes. As the coaching relationship approaches a conclusion the employee will be asked to summarize and evaluate the work she has done. Prior to concluding the process we will pull together the elements required for sustainability of the employee’s growth and development: 

  • Commitment
  • Attitude
  • Accountability
  • Journal Review
  • Long-Term Outlook


 The final two critical areas which will be discussed are support and follow-up. Support means setting up systems that will allow other people to reinforce the employee’s efforts at change. Follow up means making sure that the employee’s new abilities are kept in play. The employee will be provided with a schedule for follow up discussions for six months: 

  • First two months: phone calls or face to face meetings every other week for a half hour
  • Next two months phone call or face to face meeting once a month for a half hour
  • Final two months: email every other week