Jerry Kleinhaus is an accomplished and in demand executive leadership coach and is the founder of Oakley Advisors. Jerry specializes in transformational leadership coaching, working with senior executives who have a desire to reach their peak performance.

Jerry works exclusively with top performers – those who have a track record of outstanding contribution and those who are being groomed for more responsibility at executive levels. Most of his clients, while being top performers, still have untapped potential to lead better, achieve more, and create new paradigms of success for their customers, employees, and stock holders. Jerry helps them unlock that potential and achieve new heights of contribution and performance.

Jerry Kleinhaus has coached and mentored scores of people for over 30 years. He has a gift for being able to quickly establish a strong trusting relationship with his clients. He combines this talent with his professional training to create an exceptional coaching experience that is enjoyable, challenging, and productive.
Jerry spent more than 26 years with Convergys Corporation (NYSE: CVG) where, as Vice President for Client Services, he led an organization of project management and customer service professionals. During his career, he also held leadership positions in development, marketing, strategic planning, program management and operations. He has worked with some of America’s most influential companies including AT&T (SBC / Bell South), Cingular, Time Warner, Cox Communications, Comcast, and IBM.
Jerry earned his certification as an Executive Coach through the University of Cincinnati Business College. He also holds a certificate in strategic and market planning from The Wharton School of Business (University of Pennsylvania); and certificates in business planning from The University of Cincinnati and Rollins College in Maitland, Florida.

More information at: Oakleyadvisors.com
Contact: info@oakleyadvisors.com

Oakley Advisors is a premium provider of executive coaching and talent management services, operating from offices in Cincinnati, Ohio. Oakley Advisors provides services nationwide using a team of certified, professional coaches. Oakley Advisors has associate coaches in Atlanta and Seattle.

Oakley Advisors uses a process approach to executive coaching. Process driven coaching focuses on making permanent changes in a client’s behavior and skills and doing so in a specific period of time. Process driven executive coaching ensures that time is taken to cover every critical element in the coaching experience. A process approach operates within a specific time frame and with specific goals, thereby controlling the indeterminate aspects of situational coaching.

More information at: Oakleyadvisors.com
Contact: info@oakleyadvisors.com

Oakley Advisors FULL SPECTRUM EXECUTIVE COACHING

Oakley Advisors full spectrum coaching develops all elements required for top performance at the executive level. Most executive coaches work primarily with clients’ behavioral traits. Oakley Advisors address both behavioral modification and skills development.

The behavioral elements of our programs concentrate on enhancing our client’s strengths and mitigating any relevant weaknesses. Areas addressed may include:

➢ Leadership
➢ Communications
➢ Strategic vision
➢ Effective management
➢ Image and presence

Oakley Advisors takes the coaching process one step further by developing in our clients the key skills required for top executive performance. These include but are not limited to:

➢ Understanding and developing organizational structures
➢ Interpreting and developing financial plans
➢ Building large scale commercial budgets
➢ Developing and assessing business cases
➢ Creating effective executive presentations
➢ Building highly motivated collaborative teams through effective goal setting, appraisals, and employee feedback

This full spectrum approach is more advanced and comprehensive than nearly all other executive coaching programs.

More information at: Oakleyadvisors.com
Contact: info@oakleyadvisors.com

Executive coaching is a powerful management productivity tool that can be deployed in a number of different ways. No two executive coaching environments are the same and there is no “one size fits all”. Oakley Advisors has developed four separate programs that are targeted to different clients and objectives.

PROGRAM ONE – THE COMPLETE EXECUTIVE PROGRAM

PROGRAM DESCRIPTION:

The Complete Executive program follows an advanced process that begins with an assessment of behavioral strengths, weaknesses, and management style. The program allows the client to personalize methods and tools to leverage their strengths and mitigate any relevant weaknesses. The program also includes coaching on the fundamental executive skills required for maximum performance.

WHO SHOULD CONSIDER THIS PROGRAM:

➢ Executives looking to maximize performance and contribution in their current role or who are seeking to contribute at a higher level.
➢ Executives who are new to the executive level and want to more quickly acclimate to their role.
➢ High potential managers who are slated for future advancement. This program works well for accelerating the “readiness” timeline for high potential managers.
➢ Those seeking to advance their position whether within their current organization or in new organizations.

EXPECTED RESULTS:

At the conclusion of the program, the successful candidate will be able to:

➢ Clearly define their own management behavioral strengths and how to leverage them.
➢ Better perform those skills that are not among their strengths but that are critical to their success.
➢ Identify the key fundamental elements of leadership and clearly distinguish the difference between leadership and management.
➢ Pinpoint the management behaviors and skills of their teams and position each member for maximum contribution.
➢ Set clear expectations with their teams, peers, and superiors and build a collaborative environment for success with any group.
➢ Establish accountability and attitude as key factors in their own business success and manage these elements in others.
➢ Master a permanent repeatable process for continuous performance improvement throughout their career.

COACHING FORMAT: 12 Sessions of no less than One (1) Hour each. At least 6 of these must be face to face. The client will be expected to complete assignments outside of the coaching sessions that may require up to 4 hours per week.

TIME SPAN: 3 TO 6 MONTHS

PROGRAM TWO – THE EXECUTIVE SKILLS PROGRAM

PROGRAM DESCRIPTION:

The Executive Skills program is a subset of The Complete Executive program (Program One). The Executive Skills program is designed to provide the client with the fundamental skills required for superior performance at the executive level. However, this program covers only the fundamental aspects of behavioral strengths and relevant weaknesses. Unlike The Complete Executive Program, it does not include the development of personalized methods and tools for leveraging strengths or mitigating relevant weaknesses.

WHO SHOULD CONSIDER THIS PROGRAM:

➢ Executives wishing to enhance or learn fundamental skills that will help them be more efficient and effective. In many cases, they were never formally taught these skills as they rose through their careers.
➢ Executives who are new to the executive level seeking to ensure they have all the fundamental skills required for maximum performance in their new role.
➢ High potential managers who are slated for advancement. This program works well for accelerating the “readiness” timeline for high potential managers.
➢ Those seeking to change their professional environment whether within their current organization or in new organizations.

EXPECTED RESULTS:

At the conclusion of the program, the successful candidate will be able to:

➢ Leverage their professional behavioral strengths and mitigate any relevant weaknesses.
➢ Pinpoint management behaviors and skills of their teams and position each member for maximum contribution.
➢ Set clear expectations with their teams, peers, and superiors and be able to build a collaborative environment in any situation.
➢ Establish accountability and attitude as key factors in their own business success and manage these elements in others.
➢ Perform a permanent repeatable process for continuous performance improvement throughout their career.

COACHING FORMAT: 6 Sessions of no less than One (1) Hour each. At least 2 of these must be face to face. The client will be expected to complete assignments outside of the coaching sessions that may require up to 4 hours per week.

TIME SPAN: 3 TO 6 MONTHS

PROGRAM THREE – THE “C” LEVEL EXECUTIVE PROGRAM

PROGRAM DESCRIPTION:

The demands and skills required to perform at the “Chief” level (CEO, COO, CFO, CIO, etc.) are more complex than those of other high level executives. Often those who have performed well at executive levels are ill prepared for the unique challenges and responsibilities of the “C” level executive. The Chief Executive program is designed to enhance an executive’s skills and behaviors to contribute outstanding performance at the “C” level, regardless of the size of the organization or scope of responsibility.

WHO SHOULD CONSIDER THIS PROGRAM:

➢ “C” level executives wishing to enhance or learn the unique skills of their level, helping them to be more efficient and effective.
➢ “C” level executives wishing to obtain an outside, objective, and insightful review of critical decisions and plans.
➢ Executives who are new to the “C” level and are seeking to more quickly acclimate to their role.
➢ Those seeking to advance to the “C” level whether within their current organization or in new organizations.

EXPECTED RESULTS:

At the conclusion of the program, the successful candidate will be able to:

➢ Define the unique requirements of the “C” level and how their personal skills, strengths, and weaknesses align with them.
➢ Better perform those skills that are not among their strengths but are critical for the organization’s success.
➢ Pinpoint management behaviors and skills of their teams and position each member for maximum contribution.
➢ Set clear expectations with both individuals and groups that maximize productivity.
➢ Demonstrate a thorough understanding of the most critical of all senior executive skills – communications – and build a communications framework as the foundation of success at the “C” level.
➢ Achieve an independent perspective regarding who is and who is not critical to the success of the organization, regardless of their perceived value.

COACHING FORMAT: 12 Sessions of no less than One (1) Hour each and no more than Three (3) Hours each. At least 4 of these must be face to face.

TIME SPAN: 3 TO 6 MONTHS

PROGRAM FOUR – CUSTOM COACHING PROGRAMS

PROGRAM DESCRIPTION:

Oakley Advisors builds custom coaching programs based upon the unique needs of executives and organizations. These programs are designed to achieve a well-defined objective within a specific period of time. While custom programs may use the same concepts, tools, and processes that are employed in the defined programs, they also introduce new techniques that are researched and developed by Oakley Advisors.

WHO SHOULD CONSIDER THIS PROGRAM:

Custom coaching programs are intended for executives or organizations seeking a specific objective when the margin for error is small and the critical success factor is high. In these situations, an objective, professional viewpoint can prove to be invaluable. Providing that value is the goal of Oakley Advisors custom programs.

COACHING FORMAT: To be determined based upon program objectives

TIME SPAN: To be determined based upon program objectives

Few people are happy with every aspect of their jobs. But many struggle with the decision as to when is the right time to look for a new one. When do the negatives outweigh the positives? While the ultimate decision to change jobs is subjective to each individual, this short quiz will help you clarify your current position and give you some guidance as to whether it is time to think about moving on.

If you have questions about the quiz or would like additional career counseling, contact us at info@oakleyadviors.com.

Time to Change Jobs Career Counseling Quiz

Answer each of the following 5 questions about your current position.

1. Skills and passion

Think about how well your current job matches your skills and training AND how much you enjoy doing it (passion). Which of the following statements best fits your current position?

a. I love my job and I am good at it. This is the work I have always wanted to do, have been trained to do, and feel best fits my talents.
b. I am good at what I do, but I do not really enjoy it. If the money and all other conditions were equal, I would do some other type of work.
c. I hate my job. It does not make good use of my talents and I do not enjoy it.

2. Financial assessment

How well does your current total compensation package (all pay elements and benefits) meet your financial needs? Answer based on needs, NOT what you want! Which of the following statements best fits your current position?

a. My current job meets or exceeds my financial needs. I am able to pay my bills and I have the health and insurance coverage I need. I am able to save for all future needs (kid’s college, retirement, etc.)
b. I need to work at making ends meet. Either one or both of the following are true: my current health and insurance are below what I need or I am not able to fully fund future needs.
c. My current job leaves me short of funds. I have trouble meeting current obligations. Or, I am unable to save for future needs. Or, health care and insurance coverage is severely lacking.

3. Political position

No one ever really knows how they are politically positioned in the organization. Answer the following based on your best assessment of your position, including what you may have heard from others. Try to be as objective as possible. Which of the following statements best fits your current position?

a. I am positioned well in my current work environment. I am well liked by both senior management and my peers. I have strong, long-standing personal relationships with key decision makers. I am included in meetings and projects that are not always in my direct area of responsibility.
b. I am in a neutral political position. Senior managers and peers are friendly with me, but I am not really included in decision-making or special projects. I am told that my work product is good and I depend on that to compensate for my not being more politically active.
c. I am unsure where I stand politically. I am rarely selected for special projects. I seldom interact with senior management and often feel excluded, even from office gossip. There are senior managers or peers who I think do not like me personally.

4. Company stability

Think about the future of your company over the next 1 to 3 years. Do not try to look beyond 3 years. Even the best strategic plans cannot accurately predict the future much beyond 18 months. Which of the following statements best describes your company’s future prospects?

a. The company’s future is bright. It is profitable with good cash flow. Revenue, profit, and stock price are growing at more than 6% per year. New products and services are in the pipeline, customers are happy, and it is difficult for competitors to enter our markets.
b. The company is stable for now – it is profitable, but growth is closer to the rate of inflation or less. The introduction of new products and service has been slow or non-existent and the company is “pretty much living off of existing contracts”. Customers sometimes express dissatisfaction and say they stay with us because they are contractually bound to do so. Competition is evident and some clients are choosing to do what we for them themselves.
c. The company’s future is murky. It is either losing money now or profitability is slim. Future growth is unpredictable as new products are consistently late or not even planned. The stock price has been flat or has declined over the past 3 years. Our competition is growing and they consistently outperform us in sales, revenue, or customer satisfaction.

5. Position stability

Think about the future of your position at the company over the next 1 to 3 years. Which of the following statements best describes its future?

a. I am in a key position. I have a large number of people (more than 20) reporting to me. My position is directly related to revenue production (a business unit rather than sales or a resource unit). There have been no involuntary force reductions (layoffs) in the company for more than 3 years and growth is creating promotional opportunities for qualified individuals.
b. My position is either in sales or a resource unit and I have no staff or fewer than 10 people. There has been at least one reduction in force in the company in the past 36 months. There is a backlog of qualified people waiting for promotion but the company does not create enough opportunities for them to move up.
c. My position is temporary, or is duplicated by a number of other people, or can easily be consolidated into other positions. The company has had more than one reduction in force in the last 36 months. It is clear that some of the more talented people in the company have left for better opportunities.

Scoring

For each “a” answer, score 3 points
For each “b” answer, score 2 points
For each “c” answer, score 1 point
Total your score.

If you answered “c” to ANY of the five questions, you should seriously begin considering options for changing jobs. If your total score is less than 10, you may want to make your plans for seeking a new position a high priority.

Options for new positions can include looking for other positions within your current company, looking at similar positions in other companies, or a complete career change.

For additional career counseling, send us a note at info@oakleyadviors.com. We will answer your questions directly.

Martha typically begins the coaching relationship by obtaining relevant information regarding the individual’s areas for desired development. This may come from any combination of self-assessments, 360 assessment feedback, performance evaluations, interviews &/or employee satisfaction results. She also spends time with the client to understand the context of their work environment, who are the important people in their lives & how do they provide support to the client.

Once areas on which to focus are agreed upon, Martha prefers to take a non-directive approach in coaching. No matter how high the trust level, the client must make their own decisions. Therefore she challenges her clients to solve their own problems and primarily serves as a guide. She also believes that her role is to hold her clients accountable and responsible for the homework or other activities they agreed to implement. She’s a proponent of setting target timeframes for accomplishing something and follows up and prompts action as needed. Martha encourages client self-discovery and offers homework assignments that require introspective activities. Additionally, Martha believes it’s important to encourage and take time to celebrate and recognize accomplishments. It helps keep the momentum moving in a positive direction in the individual’s development.

When we talk about leadership, usually it is individuals that come to mind. But executive teams need to work together for full impact on their teams. When even one team member has poor leadership skills, it can act to deter the effectiveness of others on the team. It can even demoralize them to the point of their leaving the organization.

At Oakley Advisors, we offer team leadership programs which ensure that every member of the team has the strongest possible leadership skills and that the team works together for optimum leadership effectiveness.

We work with a great many executives who demand perfection from their teams. They demand these high standards of themselves as well. These are perfectionists who feel they are justified in exacting these demands from their teams because they hold themselves to the same high standard. If fact, it non productive to hold either their teams OR THEMSELVES to a perfectionist standard. There is nothing wrong with striving for excellence. But perfection is something altogether different. Perfectionism is seeking the end of the rainbow. It is an unachievable mirage. To actually demand it of others or yourself is abusive behavior of the highest order.

Leadership development takes work AND practice.

In yesterday’s entry, we talked about learning leadership skills. Most world-class companies have made some investment in professional leadership development for their executives. Usually, the format for these programs is seminar based where groups of executives learn leadership skills in a classroom or a “team building” environment. The problem is that the vast majority of what is taught in these sessions is forgotten very shortly after they are concluded. Some estimate that up to 80% is lost (not retained) in just 2 weeks after the executives return to work.

The key to retention is practice. It takes 21 days of repetition for a new habit to take hold. One on one executive coaching is far more effective in driving executives to practice what they have learned and adopt these new skills as a permanent part of their behaviors.