Infinite Potential

About Us

Infinite Potential: Harmonizing Leadership

Utilizing evidence based coaching methods, Tom Krapu, PhD, PCC helps his coaching clients create relational impact across their organizations that lead to lasting business results. Whether it is managing up, collaborating with peers, or creating a powerful culture in their organization, Tom’s executive coaching increases your leadership agility and advances your career while serving the larger organization. His PhD level of training in psychometrics, assessment and test and scale construction brings the highest level of training and experience to the debriefing of coaching assessments including 360 feedback surveys. He has worked with individuals in their development for over 30 years and since 2001 as a coach, trainer, and facilitator. Tom has obtained the Professional Coaching Certification (PCC) from the International Coach Federation (ICF) and has coached over two thousand hours with dozens of leadership coaching clients. This includes mid and senior level executive leaders, company presidents, CEOs, and teams in the public, private and non-profit sectors. His work has included an international focus including coaching engagements in Malaysia, South Korea and Japan, as well as across Europe and the United States. His executive coaching experience includes working with executives in a diverse set of disciplines including technology, research and development, healthcare, and investment to publishing, manufacturing, government and even higher education. He teaches executive coaching at the University of Texas-Dallas Jindal School of Management. Tom was also a contributor to the book Anatomy of Peace: Resolving the Heart of Conflict.

In addition, Infinite Potential consults in the development and execution of 360 programs in organizations where Tom Krapu, PhD, PCC helps establish the best practice of 360 methodologies to develop leaders and change organizational culture. His PhD level training in psychometrics, assessment and test, and scale construction brings the highest level of training and experience to development of 360 surveys and the debriefing of coaching assessments.

Since 2002, Tom Krapu, PhD, PCC has been learning and developing best practices in 360 methodologies. He is certified in several 360 systems and has created custom 360 surveys for leadership development in more than one niche area of leadership and works with individuals in developing and implementing 360 surveys. He has taught 360 methods since 2009 and currently teaches these best practices as a faculty member at the University of Texas at Dallas in the Naveen Jindal School of Management’s Executive Coaching Program. Tom uses these methodologies as an integral part of the assessment phase of his executive coaching engagements.


C-Suite Executives
Executive Team
Other Leaders
Other examples

C-Suite executives

Executive coaching for president and CEO of a health care organization to create and implement a culture change strategy. Included coaching subordinates and two-day training intervention. Coaching focus: Increased collaboration with key executives within the organization, increased directness in addressing strategy.

CEO of Malaysian organization in the investment sector. Included executive coaching of the CEO and extensive coaching intervention with his executive team and some of their direct reports. Coaching focus: Culture change.

Coaching for a chief executive and his executive team within a federal organization with 4,000 employees and a one billion dollar budget. Initiative included individual and team coaching interventions. Coaching focus: Develop organizational branding and the development and implementation of a more corporate leadership culture. Outcome: Reduced “silo” thinking and increased corporate leadership behavior organization wide.

A Chief Financial Officer (CFO) who was hired by a failing company was able to help this company continue to survive for several years and weather major labor problems and external competitive threats. When devastating circumstance beyond his control threatened the company, coaching assisted him in dealing with the intense emotional, stress reaction he was having. Perspective was gained on the accomplishments that he had been able to achieve, strengths were identified in the dedication and loyalty that he offered companies, and appropriate actions were planned for helping this company weather the current storm while making contingency plans for the continuation of his career if the company moved toward possible bankruptcy.

Lead ongoing executive peer group of President’s and CEO’s of midsized, second stage businesses. Includes facilitating monthly group coaching experience as well as ongoing individual executive and leadership coaching.

Executive Team

Vice-president onboarding from a very large organization to a central leadership position in a smaller organization. Adjusting to a new culture of trust and overcoming many years of functioning in a culture of mistrust. Central to this was his relationship to his new CEO. Coaching helped strengthen his relationship with key stakeholders and lead more quickly to relationships of trust with the organization’s executive team. His proposals for significant organizational change were better received and incorporated into strategic planning for the organization.

A vice-president of sales was at an impasse in accomplishing his performance goals at a company he had been at for years. His tunnel vision put him at odds with the owner of the company and he began questioning whether he could remain at this company. Re-evaluation of his role within the organization and larger goals helped him rediscover the synergy between company and personal goals. With renewed vigor he was able to redefine his goals with excitement and enthusiasm that had been lost for a long time. Further work helped him develop better skills at evaluating his direct reports and identifying development goals for them. This was particularly helpful in identifying development goals for a “high potential” individual who was a great candidate for advancement within the company.

A top performing regional sales leader did not have the executive presence to transition from acting national sales manager to permanent national leader. Coaching focused on managing upward more effectively and better selling his own strategic vision to the executive team where he was respected for his regional accomplishments. This positioned him for a senior executive position.

Other Leaders

Dean of Professional School in higher education including three days of training intervention, executive team consultation, executive coaching and a large scale, organization wide group coaching intervention (50+ individuals in four coaching groups). Coordinated an organization wide group coaching initiative.

Bishops of a Protestant congregation and the executive team for their congregation’s publishing house. Leadership development including co-facilitating three, two-day training interventions and leadership coaching over a six-month period with extended coaching engagements with two individuals. Focused on the onboarding of new bishops and executive and leadership development within the publishing house.

Other examples include:

An attorney who was a partner within his firm noticed a decrease in efficiency and energy in his work. Having been a very successful courtroom attorney, coaching helped him eliminate non-productive behaviors and a cycle of unproductive behavior. He was also able to return to a focus of growing his legal practice by developing high potential attorneys he had recruited and gaining the energy to recruit other exceptional talent into the organization.

Team and individual coaching to individuals charged with transforming the European and Mideast (EMEA) work culture of a Fortune 50 company. Coaching Focus: Integrate a model of accountability and results focus that creates a highly collaborative matrixed work culture. Outcome: Increased ability to collaborate and enlist collaboration from key stakeholders in the European and Mideast divisions.

Coached a Director within the accounting division of a Fortune 50 organization. Coaching Focus: Increasing leadership presence and implementing an accountability and collaborative model to bring his talented accounting team from good to great. Outcome: Recognized behavior change by management, a more proactive approach in his management style, and an increased ability to face management challenges head on, free from fear.

Internal coach training with a Fortune 100 company to leverage coaching internal to the organization. Included individual leadership coaching.

A young, female middle level manager with a track record of success was selected to lead a branch with a long history of problems that lead to lowered productivity, team morale and turnover. At least one specific team leader within the branch had a long history of problems with previous branch leaders. Coaching focused on creating a positive team culture through transparency, immediacy of communication and collaborative relationships with subordinates. Specific strategies were developed to “start anew” with the problematic team leader. Results indicated improved team morale, improvements in team leader behavior and increased productivity.

A lower level manager who was functioning as a project leader was stifled by a lack of support from his direct superior. He also had difficulty in the area of leadership when it came to gathering peer support for his project and knowing how to answer questions related to details of the project. His strength as a visionary and global thinker needed to be put into perspective in relation to team functioning. His weakness of not being detail oriented was tied to team functioning where he identified development goals related to utilizing team strengths to overcome this weakness while also developing team cohesion. Appropriate utilization of resources within the company helped him gain needed support from above him in the company while being sensitive to the political issues within his organization.


Harmonizing Leadership Offsite facilitation:

“This has been a very effective, thought-evoking session. As a lifelong learner, I have enjoyed examining and discussing our many points of view on leadership as it relates to the Tao Te Ching. I have always harbored an interest in eastern philosophy but up to this point only focused on my passions for things like golf and fly fishing and the processes of mind body connection, and I was and still am so rooted in the pursuit of excellence in those endeavors. Like these pursuits, leadership cannot be mastered, only practiced; practiced and improved; shared and studied. The energy of new knowledge ripples through my mind. I will refer to the Tao often.”

—President of a valve manufacturing company­

“I have learned that a number of these ancient Chinese principles are already in harmony with my leadership style. I can continue to grow by consciously thinking about more of them now instead of just accidentally doing some of them. I never thought much about the principles of paradox and polarities but I find this highly interesting and enriching. I can use these principles best if I put them together in a continuous balancing act.”

—CEO of a geospatial mapping company

“It has been profoundly meaningful to me to share Taoist principle and process with all of you. I feel that you will take a part of who I am with you when you re-enter your world. You have affirmed for me the value of storytelling as a great learning tool. And I truly care for and appreciate your friendship, your dedication to learning and your openness to new ways.”

—President of a consulting business

“In winter I retreat. I soften myself before life’s bold attacks and let them fall into emptiness. Relaxed, I gather fresh energy from the lively cosmos. Renewed, I venture forth anew; younger and with clarity of vision, committed to purposeful action.”

—Executive Director of the World’s leading university-based business incubator program

“Everything I need to know in life was taught to me as a child. Be respectful, treat others as you would like to be treated, and be aware of how your behavior influences others. Taoism reminded me of these core principals and the time at the retreat allowed me to reflect, slow down and ponder where I want to focus to be balanced and centered.”

—Principal of a petroleum distribution company

“T’ai Chi reminded me of my need to take care of not only my spirit but also my mind and body. Bringing all of these concepts together and putting them into practice will make me a stronger and better leader.”

—CEO of a mechanical contracting firm

“I enjoyed the experience much more than I thought I would. T’ai Chi was a highlight. The Taoist philosophy that we have read about adds to my arsenal when leading and educating others and helping them reach their full potential.”

—President of an electrical component-manufacturing firm

“The group field at the retreat was incredible. The feeling in the center had a very peaceful, related and supportive touch to it. When one of us was nourished, all of us were nourished.”

—President of a roofing supply distributor