the voice of experience develop your talent and
help find the synergy between individual and organizational goals.
Tom Krapu, PhD, PCC has worked with individuals in their development for over 30 years and since 2001 as a coach, trainer and facilitator. Tom has obtained the PCC professional coaching certification from the International Coach Federation and has coached over two thousand hours with dozens of leadership coaching clients. This includes mid and senior executive level leaders, company presidents and CEOs, and teams in the public, private and nonprofit sectors. His work has had an international focus including coaching engagements in Malaysia and Japan, as well as across Europe and the United States. His executive coaching experience includes working with executives in diverse sectors of the economy from technology, to healthcare, investment, publishing, manufacturing, government and higher education. He is an Arbinger-trained coach licensed in Arbinger's Results Coaching method and has been an Arbinger facilitator. Tom was a contributor to the book Anatomy of Peace: Resolving the Heart of Conflict and is an established expert on the distinction between coaching and psychotherapy. He has proven results at both the individual and organizational levels.
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
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.
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.
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.
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.