Based on our experiences as well as evidence-based practices, we approach coaching from an action learning perspective within three contexts: self as the instrument of change, team as the instrument of change, and organization as the instrument of change.

The first part of the plan would be to build their “self” leadership so that they model visionary leadership. The second stage would be to understand the “team” as the instrument of change in which the leader would be coached regarding the top evidence-based strategies to engage their team. This team engagement would be fuel for the final coaching component of how to bring the team into the organizational strategic initiatives.  Here, the leader would invite key organizational stakeholders to make the strategic plan come “alive” with momentum and sustainability—including cross-cultural, multi-disciplinary perspectives.