Executive Coaching

Developing and leveraging an organization’s talent can take many forms – from action learning, to rotational assignments, to executive leadership programs. However, experts agree coaching is key to realizing one’s full potential. For more than a decade now, Margaret Greenberg has been coaching executives, managers, partnerships, and teams using a positive, strengths-based approach.

“You cannot teach a man anything; you can only help him find it within himself.”



Listed below are some frequently asked questions about Margaret Greenberg’s coaching practice. For more information or to schedule a sample session, please contact Margaret at:  margaret@thegreenberggroup.org

What is your coaching philosophy?  I take a strengths-based approach to my coaching, meaning I help clients discover and leverage their strengths to lead others.  Below are my four tenets.  Coaching is:

  •  Not about fixing – you are creative, resourceful and whole.  I have the questions, you have the answers. 
  • About making conscious, intentional choices.
  • About deepening your learning and forwarding your action.
  • Confidential.  You are free to share whatever you want with whomever you want.  I am free to share nothing, unless I have your permission. 

What are your credentials?  I have been in practice for fifteen years (1997); and hold a Bachelors degree in Sociology from the University of Hartford, and a Masters degree in Applied Positive Psychology (MAPP) from UPenn.  I am recognized by the International Coach Federation as a Professional Certified Coach (PCC) and was trained in the co-active coaching methodology (CPCC).  I am also a certified Social & Emotional Intelligence Coach.  Prior to owning my own business, I worked in Human Resources for fifteen years at one large food retailer and two financial services  organizations.

What do you focus on in your coaching?  The focus is determined at the beginning of the engagement by the client along with input from his manager, Human Resources professional, and 360 feedback, if appropriate.  Typically two to three focus areas, or what I call Desired Outcomes, are identified. These are used to guide our discussions and measure the effectiveness of the coaching.  Below are some sample Desired Outcomes from previous coaching engagements:

  • Transition from a tactical manager to a more strategic leader.
  • Develop more of an executive presence.
  • Create a better work/life balance.
  • Learn how to work in a more matrixed/collaborative environment.
  • Accelerate my team’s development.
  • Build more self-confidence, especially in presenting to senior executives and board members.

I’ve never done a 360; how does that work?  The coaching client, with input from his manager and Human Resources, supplies the list of interviewees (e.g. direct reports, peers, manager, business partners), provides support in scheduling the thirty-minute interviews, and has input into the set of questions I will ask.  Feedback is summarized into a report that is then shared with the client.  The entire feedback process typically takes two to four weeks to complete.  I am also certified in three on-line 360 tools:

  1. Personnel Decisions International’s Profilor
  2. Management Research Group’s Leadership Effectiveness Analysis (LEA)
  3. The Institute for Social & Emotional Intelligence’s Social & Emotional Intelligence Profile (SEIP)

These 360 tools, or your company’s approved tool, can be used in conjunction with the interviews  or by itself. Please visit the Assessments page for more information.

Who sets the agenda for the coaching sessions?  With the exception of the first coaching session, the client sets the agenda for all coaching sessions.

What happens in between coaching sessions?  The real work of coaching happens in between the sessions.  This is when the client is practicing new behaviors, perspectives, and tools.

How often to you meet with clients and for how long?  Typically I meet with clients twice  each month for one hour.  Some clients prefer more frequent, shorter meetings which can be arranged.

Are the coaching sessions in person?  Yes, if the client prefers and if the client is located in Connecticut, Massachusetts, New York, or Rhode Island.  Coaching sessions are typically conducted in the client’s office, unless he prefers to meet at another location.  For clients in other states or abroad, the coaching is conducted primarily over the phone or the web  using Skype or Nefsis technology.

What is the length of a typical coaching engagement?  Six months.  While some coaches only offer year-long  engagements, I believe a shorter period of time creates more incentive to demonstrate  progress.  The client can always extend the engagement at the end of six months if he chooses.

How do you measure progress? Rather than waiting until the end of the coaching engagement, progress is  measured much earlier and in a transparent way.  Using the Desired Outcomes that have been identified up front, evaluation questions are developed using the following four levels of measurement so the ROI of coaching can be measured:

  • Reaction
  • Learning
  • Application and
  • Business Impact

The electronic evaluation is sent to the client, his manager, and Human Resources professional at the three month mark.  Each of them completes the evaluation independently and then the evaluations are shared during a four-way meeting that I facilitate.  This process is repeated at the end of the  coaching engagement.

Who do you prefer to work with?  I particularly enjoy working with executives who are leaders in technical domains such as IT and Finance. These leaders are typically very bright and technically competent, but seek help in how to influence and collaborate with others, build stronger relationships, and engage employees.  Recently promoted leaders who have taken on a broader role, leaders charged with implementing large-scale changes, and leaders planning to retire who seek to position their organizations and themselves for success are also a good fit for my coaching.

What are your rates?  The cost of coaching depends on two factors:

  • The number of self-assessment instruments we decide to use, and
  • If I am conducting a 360 feedback  process.

You can estimate that a six-month coaching engagement, including the check-ins on progress, will range between $10-25K.  You can choose to be invoiced monthly or only twice – when  the coaching commences and at the three-month mark.  All of these details are outlined in a Statement of Work (SOW) that I provide.

Do you  have references I can contact?  Yes.  I have several clients at the C-suite and senior levels that have agreed to serve as references.  Please contact me for their information.

Additional Services

Partnership Coaching – Margaret works with pairs of senior executives to maximize performance.  Partnership coaching is a highly effective process to:

  • Accelerate a new partnership.
  • Strengthen an existing partnership between two highly interdependent departments.
  • Repair a broken or damaged partnership.

Using the Herrmann Brain Dominance Pair Profile as way to initiate the discussion, Margaret facilitates a series of coaching sessions with the two leaders to strengthen their partnership.

“The HBDI was extremely helpful in understanding the dynamics between my COO and me.”  (President, Financial Services Company)

Client Feedback

I’m sure you know of the new organization. I have a tremendously expanded role, to which I owe in part to your excellent coaching. You helped me clarify my goals, be more intentional, learn some control and structure – which is paying big dividends as my bandwidth is increased and I feel much more on top of things. THANK YOU!” (VP, Information Technology)

“Coaching has taught me how to reflect on what’s happening and to act in thoughtful ways rather than just reacting according to old, traditional, non-productive habits. I have a better attitude toward my job these days. Maybe because I’m making more purposeful choices and acknowledging that I am good at what I do. Overall, the idea that I can do big things and that I can find many outlets for my talents will be very useful to me in all parts of my life.” (VP Public Affairs, Higher Education)

“The best part of coaching is ‘aving someone to talk through tough issues with that is truly objective and has no hidden agenda. One lasting change as a result of the coaching is constant recalibration of what my top business and personal priorities are.” (President, Financial Services Company)

“This year, I was fast approaching burnout at work. I needed to step back and take a look at myself, my job, my life. I realized that I needed to change myself, use all of my skills and abilities, and stretch myself more. I needed to ‘work smarter, not harder’. I realized that I did not need to go somewhere else to increase my satisfaction. You helped me get out of my own way. I was stuck and you helped me get going again so I can lead a happier, more fulfilling life! This has been a tremendous gift.” (Manager, Management Training, Financial Services Company)

“I always thought balance was a place or destination that I would arrive at one day. I learned that I am always either moving toward or moving away from balance.” (Vice President, Financial Services Company)

“Going into this I hoped I’d get some insight into striking a balance  between work and home. However, this coaching went beyond that and has helped me really define my life’s priorities and what is truly important to me.” (VP Operations, Utility Company)

“The coaching has helped me filter through the daily barrage of meetings, tasks, e-mails, assignments, etc. to delegate effectively and focus my energy on those things that need and deserve my attention.” (Director, Customer Service, Utility Company)

“I now give myself more time to think versus running to meeting after meeting. I also discovered my ten-year outlook for myself both professional and personal.” (COO, Financial Services Company)

“Coaching helped me discover, define, and articulate my life purpose and values that help define who I am and what I live by. Coaching also helped me manage a very difficult CEO transition.” (VP Human Resources, Financial Services Company)


 Published Articles

Below are links to Coaching articles Margaret has published on Positive Psychology News Daily:

Code of Ethics

As Professional Certified Coach (PCC) of The International Coach Federation (ICF), and graduate of The Coaches Training Institute (CTI), I adhere to the ethical guidelines and standards of those organizations.  In addition, as a Certified Professional Co-Active Coach, my clients can expect that I will honor the following commitments:

    1. I adhere to strict rules of confidentiality and will release no information unless authorized by the client or required by law.  Even the names of my clients are confidential unless the client gives me permission.
    2. When I enter into agreements with corporations, I hold the individual as my client, and respect his/her right to confidentiality.
    3. The client, on the other hand, is free to share whatever he/she wishes regarding the coaching engagement with others.
    4. I hold the client to be naturally creative, resourceful, and whole.
    5. I am committed to forwarding the client’s action and/or deepening the client’s learning. 
    6. I show up 100% present for every call/meeting and hold the client’s agenda at all times.
    7. The client, the client’s manager and HR partner will be asked to complete a written evaluation at the end of each three-month period.  I share these evaluations during a meeting which I facilitate between the three parties to share progress to date; sharing specific content is at the discretion of the client.
    8. If something doesn’t seem “right” with the coaching engagement, I will be open and direct with the client.  The client is requested do the same.
    9. I will be alert to noticing when a client no longer is benefiting from our coaching relationship and would be better served by another coach or suspending the coaching.  At that time, I will encourage the client to make a change.