Coaching for Professional and Organizational Effectiveness


In today’s busy offices and labs, supervisors and human resources staff often lack the time and/or coaching skills to help individuals successfully tackle stubborn issues, such as:

  • Leadership presence
  • Conflict resolution and team dynamics
  • Setting priorities and organizing and handling workloads efficiently
  • Appropriate delegation, oversight, and empowerment of staff
  • Communication and presentation
  • Balancing professional and personal responsibilities
  • Career development and transition management
  • Emotional intelligence


Leadership coaches don’t tell clients what to do.  Instead SAS coach Joan Goldberg:

  • Helps clients focus on what isn’t working and why, and to develop and try new approaches.
  • Uses assessments such as 360 interviews  to identify and set goals.
  • Discusses with clients what success would look like.
  • Consider different perspectives.
  • Listens and observes closely.
  • Asks the right questions at the right time to help clients develop a new understanding.
  • Helps clients to commit to “homework” to expand observation, practice and develop new skills and behaviors.
  • Recommends articles, books, and other tools to help solidify change.

Typically clients commit to ten- or twelve one-hour sessions.  Coach and client evaluate progress midway and at the end of every session. Sessions are typically held once every other week in person, but can be adjusted around busy schedules, or held by Skype or telephone.


Typically, Goldberg meets by phone with potential clients at no charge for up to 30 minutes to confirm whether they would be a good match. Discussion centers on what the client would like to work on. Then Goldberg draws up a coaching agreement. Goldberg holds herself and her clients accountable, and maintains strict confidentiality and adherence to the International Coach Federation code of ethics.

During coaching sessions, Goldberg focuses on the matter at hand, mindful of the client’s immediate goal.  However, she doesn’t lose sight of larger goals for the coaching engagement.  She is available for brief between-session calls, and responds promptly to emails.  She may meet with clients’ supervisors at the start or close of an engagement, and draft a progress report for the client’s use. The goal is to help clients see the wisdom they have within, and to build and celebrate successes while enhancing effectiveness.