Outcomes from Our Work with Clients
Moving from Technical Expert to Enterprise Leader
A senior technology leader had built a strong reputation as a highly capable, data-driven manager. As his role continued to expand, expectations of him changed and he needed to influence beyond his function, operate more strategically, and become a more visible leader across the enterprise.
Jayme partnered with him over an extended coaching engagement to shift how he showed up as a leader and expanded his view of the org. Coaching work focused on strategic thinking, executive presence, influence, communication, and moving from taking ownership of problems to creating conditions for others to solve them.
Using stakeholder feedback, leadership assessments, and real business situations as the foundation for coaching, Jayme challenged him to identify patterns that were limiting his impact and experiment with new ways of leading.
Over the course of the engagement, he developed greater confidence and saw the benefit of operating at the enterprise level, strengthened his relationships with senior stakeholders, and became more intentional about how he communicated and influenced others.
Coaching work ultimately supported a broader leadership transition, from being recognized primarily for technical/functional expertise to being recognized as a strategic organizational leader who adds value to all executive team discussions.
Shifting from Operational Problem Solver to Accountability Leader
A COO had built her success through deep expertise, high standards, and a willingness to personally solve difficult problems. As the organization grew, those same strengths were creating a bottleneck. Too many decisions were coming back to her, limiting both her capacity and the development of her team.
Jayme worked with the executive to examine where she was spending her time, what she was holding onto, and what her team needed from her at the next stage of the organization.
Coaching focused on delegation, decision rights, accountability, communication, and the shift from being the person who fixes problems to being the leader who creates clarity and empowers others to work through challenges before she has to get involved.
Coaching work included challenging assumptions about what required her involvement, identifying opportunities to transfer ownership, and practicing clearer expectations and more direct feedback, so the team became as capable and confident as possible.
As the engagement progressed, the executive became more deliberate about where she added the greatest value. Her leadership shifted toward strategic priorities, organizational direction, and developing the people around her so she was not in the day-to-day work anymore.
Our work together helped create greater capacity for the executive while strengthening accountability and ownership throughout her team.
Increasing Executive Presence, Confidence, and Influence
A high-potential senior leader worked hard to build her reputation, expertise, and credibility to take on greater organizational responsibility. Her challenge was translating that expertise into greater visibility, influence, and confidence in executive-level meetings.
Jayme used the Leadership Versatility Index (LVI) 360-degree feedback, Hogan, and TypeCoach assessment data, as well as stakeholder perspectives and coaching conversations to identify several opportunities for development. Those included: speaking with authority, challenging executive stakeholders when appropriate, making her thinking more visible, and building stronger relationships across the organization.
Coaching focused on practical application. The leader brought real meetings, difficult conversations, decisions, and stakeholder relationships into calls. Together, they examined what was happening, considered alternative approaches, and identified specific leadership experiments to test between sessions.
Coaching sessions also addressed the tension between authenticity and executive presence. Rather than asking her to adopt a different personality or leadership style, Jayme helped her become more intentional about how she communicated her perspective and used her voice and subject matter knowledge with authority.
Over time, she became more comfortable taking up space and using her voice in executive meetings, advocating for her ideas, and engaging more directly with influential stakeholders. The result was a significant jump in confidence and a stronger leadership presence aligned with her own style.
Strengthening an Executive Team During Organizational Change
A senior leadership team was navigating significant organizational change while simultaneously working to strengthen its effectiveness and culture. Individual leaders were capable and committed, yet silos and differences in communication styles, perspectives, and approaches to leadership were affecting how effectively the team operated together.
Jayme worked with the CEO and executive team through a combination of individual coaching, assessment-based development, facilitated team conversations, and practical leadership exercises.
The team development work created a structured environment for leaders to examine how they communicated individually, as a team, how they responded to others' perspectives, where they needed greater accountability, and how their individual behaviors affected the broader team.
Rather than treating team effectiveness as a set of abstract concepts, Jayme worked with the team and connected their collective work to organizational goals, decisions, and relationships. Leaders practiced having more direct conversations, listening with willingness to be influenced, and making room for different perspectives while maintaining accountability for results.
The engagement helped the team to establish greater clarity around how it wanted to lead together, strengthen communication and trust, and create more consistent leadership behaviors during a period of organizational transition and growth.