1. — 1 —PEOPLESAVVY COACHING
PeopleSavvy Coaching for Senior ExecutivesPeopleSavvy Coaching for Senior Executives

2. — 2 — PEOPLESAVVY COACHING
Hesitating to Engage 3
CONTENTS
Coaching is Developmental 4
Connecting with Self 5
Building Self Awareness 6
PeopleSavvy Offers 7
PeopleSavvy Does Not Offer 9
Coaching Methodologies 10
360 Degree Assessment 12
Benefits 13
Who We Are 14

3. — 3 —PEOPLESAVVY COACHING
Senior leaders say they want coaching but hesitate to engage!
According to Bloomberg Business Week and Forbes nearly 100% of
CEOs and senior leaders say they would like coaching. However, accord-
ing to Stanford Business School, nearly two-thirds of CEOs and almost
half of senior leaders in the United States don’t receive coaching or lead-
ership development. Why the hesitation to engage?
Many senior leaders consider coaching as remedial and not focused on
the core issues of major concern to them. For example, leaders often say
they’re most interested in skill development, such as conflict management
and communication. Yet, to master conflict management or communica-
tion requires leaders to know and understand relationship dynamics for
themselves and others that are involved.
Not recognizing this, the need for relationship skills is placed far down on
their list. They think of these as “soft skills,” secondary at best. From expe-
rience, we’ve found that mastering the soft skills is in fact the most difficult
to accomplish. What’s more, a senior leader who arrives in a new position
with strong technical skills but weak people skills can anticipate a tenure
measured in months to, at best, two years.
Hesitating to Engage
Why the hesitation
to engage?

4. — 4 — PEOPLESAVVY COACHING
Coaching is developmental, not remedial
Leading others is a complex and challenging task. Leaders are barraged
with data, information, knowledge and opinions. What leaders often need
most is a sounding board. Their own confidant. Someone who facilitates
the leader’s reflecting on their thoughts and emotions, and helps them see
the situation more clearly. Leveraging the leader’s strengths and building
capability needed to achieve strategic business objectives often requires
substantial people savvy.
At the executive team level, leaders are primarily dealing with psychologi-
cal and relational issues. Successful leadership requires astuteness about
others: their emotional and strategic personal drivers and their overt and
covert self-interest. Also, candid knowledge of one’s own motives, per-
sonality and values all impact a leader’s ability to get things done through
other people.
Coaching is Developmental
Leveraging the leader’s
strengths and building
capability needed to
achieve strategic business
objectives often requires
substantial people savvy.

5. — 5 —PEOPLESAVVY COACHING
Connecting with others depends on connecting with self
Relationship competencies rest on a foundation of self-knowledge; if
you’re not aware of your own strengths and weaknesses, you won’t be
able to see them in others.
Leaders need to be acutely aware of their own:
•thoughts and emotions and how they shape the behaviors leaders exhib-
it
•values and beliefs and how they enable or inhibit personal action and
accountability
Self-awareness is critical to developing effective, inspiring, engaging lead-
ership that maximizes relationships—and thus productivity.
Connecting with Self
Self-awareness is critical
to developing effective,
inspiring, engaging lead-
ership that maximizes
relationships—and thus
productivity.

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Building Self-Awareness
Building Self-Awareness
Self-awareness emerges from honest reflection on personal strengths
and vulnerabilities, values and attitudes, personality traits and unresolved
conflicts. However, this can be a challenge for senior leaders because what
they may discover is that it is they who need to change, and deep down,
they often do not believe that.
Coaching can provide several ways to attain the awareness of self that is
directly applicable to enhanced leadership skills. Here are two highly effec-
tive exercises we use to build a leader’s self-awareness:
Identify Strengths and Vulnerabilities: Leaders often develop a storyline
to mask their perceived vulnerabilities and thus miss the opportunity to
transform these vulnerabilities into strengths. If leaders live in this story or
“false-self” long enough, the emotional blind spots, fears and pockets of
dysfunctional behavior become concealed drivers within their lives. Just the
process of becoming aware of vulnerabilities is often the turning point to
mental and emotional freedom and expanded relationships.
Gaining Insight From Your Personal Road Map: Gaining insight on significant
events in career and personal life and how they have molded values,
attitude and behavior is a critical stepping-stone toward being a more
dynamic leader. Reclaiming the dormant or neglected parts of the leader’s
identity provides greater ability to lead authentically.
The most difficult part
of building self-aware-
ness for any individual
is becoming conscious
of the foundation that
he or she may have
spent a lifetime keeping
in the shadows.
The most difficult part of building self-aware-
ness for any individual is becoming conscious
of the foundation that he or she may have
spent a lifetime keeping in the shadows. In
our experience, when a leader recognizes the
continuing undermining impact of a belief—for
example the need to be in absolute control—
that insight alone can create transformation
that quickly leads to positive results.
This process of equipping a leader to be-
come deeply self-aware is at the heart of
PeopleSavvy coaching. The self-reflection
experience can make a profound difference in
the quality of their leadership. This experience
is central to a leader’s ability to formulate and
articulate a strategic vision for a motivated and
energized organization and successfully lead
to its realization.

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The coaching process
helps leaders both de-
fine and achieve pro-
fessional development
goals faster and with
more ease than would
be otherwise possible.
What does PeopleSavvy offer?
Leadership coaching uses a process of inquiry and personal discovery to
build the leader’s level of awareness and accountability and provides the
leader with structure, support and feedback. The coaching process helps
leaders both define and achieve professional development goals faster
and with more ease than would be otherwise possible.
We focus on three specific areas with leaders:
Coaching for Leaders in Transition: We help leaders gain a clearer per-
spective on where they would like to go and how they would like to get
there. Some of the items we focus on include:
• What do you see as your life purpose?
• Is there alignment with your life purpose and career?
• What needs to happen to ensure alignment?
• What type of environment do you need to function at maximum
potential?
Knowing one’s unique value is critical for a successful transition but it’s
not enough. Leaders need to define what they want to accomplish, know
how to align to the rules of the new organizational culture, understand
how they are responsible for career management and finally see how to
ensure effective execution.
Coaching for Leaders Derailing Their Career: There are two primary causes
for career derailment: problematic personal behaviors and behavior that is
out of alignment with the organizational culture.
Problematic behaviors are almost as varied as the individuals themselves,
ranging from impulsiveness, arrogance, and melodrama, to excessive
caution, perfectionism, and mistrust.
If the leader displays behaviors not in alignment with the organizational
culture and doesn’t have the authority to change the culture, he or she
should plan on a very short tenure with that organization.
These behaviors have probably been present all along. They may even
have contributed to success in other positions. Being in the spotlight of
a leadership position and under the stress of the job, these behaviors are
often silently recognized and accommodated by others as long as things
are going smoothly. If an organizational or personal crisis ratchets up the
stress, the leader may react by doubling down on the habitual sabotaging
behavior. The situation deteriorates, often speeding past the breaking point.
In the aftershock, observers frequently say, “We saw it well in advance, but
the leader wouldn’t listen.”
PeopleSavvy Offers

8. — 8 — PEOPLESAVVY COACHING
Coaching Senior Leader Development and Serving as a Confidant: If only
because of human nature and the need to share, few leaders, even veterans,
can do the job without talking to someone about their experiences. Yet
senior leaders are often the most isolated and protected employees in the
organization. Few people provide them with unfiltered information. Many
direct reports or peers hedge or conceal things from them.
In order to help a senior lead move forward, it is crucial to provide a safe
space where he or she can discuss ambitions and aspirations, as well
as frustrations and fears. To effectively accomplish this, the following five
criteria need to be met:
1. The Leader and Coach build a foundation of trust, authenticity and
mutual respect
2. The Coach is enabled to gather feedback from direct reports, peers
and superiors
3. Both Leader and Coach mutually recognize a gap between current
perceived reality and an ideal scene as articulated by the leader
4. Both Leader and Coach approach the engagement from a
well-communicated developmental path, based on deep reflection
on self, other and organization dynamics
5. The Coach guides the Leader toward integrating information,
knowledge and insight, so that the Leader holds him or herself
accountable for action steps taken
Many leaders believe introspection is hazardous to the goals of corporate
leadership in which the capacity to take decisive action is foundational.
The confidant needs to ensure that the leader’s ability to respond increases
as a function of the relationship.
Employees respond
positively when they feel
valued and appreciated
in the work they do.

9. — 9 —PEOPLESAVVY COACHING
Our approach is to ask
questions allowing the
leader to independently
form conclusions and
next action steps. This
amplifies their sense
of self-reliance.
What PeopleSavvy does not offer
There is one pitfall that must be avoided at all costs. In some coaching struc-
tures, a leader can unconsciously give up self-sufficiency or autonomy to the
coach by coming to believe he or she is dependent upon the coach. The
coach, either consciously or unconsciously, holds the counter image: that
they need the leader to need them. Should this develop, the die is cast and
the relationship between leader and confidant heads downhill. The cost to the
organization can be monumental.
The PeopleSavvy coaching approach is designed to prevent the above from
taking place. We rarely suggest to a leader what they should or should not do.
Our approach is to ask questions allowing the leader to independently form
conclusions and next action steps. This amplifies their sense of self-reliance.
What PeopleSavvy Does Not Offer

10. — 10 — PEOPLESAVVY COACHING
Our Coaching Methodology
PeopleSavvy coaching
starts with a half-hour
meeting between the
coach and the leader.
Our Coaching Methodology
PeopleSavvy coaching starts with a half-hour meeting between the coach
and the leader. The purpose of this meeting is to ensure that there is
“chemistry” between the two parties. Without this chemistry there is little
likelihood that trust will materialize and create the deep reflective commu-
nication needed for transformation to take place.
Should the leader make the decision to proceed there are four phases to
the coaching engagement:
Phase 1: The coach shadows the leader for a day sitting on the side
lines at meetings and while the leader is working. The purpose of this
day is simply for the coach to absorb as much information about the
leader, his or her environment and interactions between the leader and
others as possible. The leader and the coach may have conversations,
usually as a result of the coach asking questions to clarify observations.
Phase 2: The leader, his direct reports, peers, boss and sometimes
boss’s boss complete the Leadership Circle Profile, a comprehensive
360-degree leadership assessment.
Phase 3: The leader and coach meet for a full day (approximately six
hours) to discuss the results of the 360-degree assessment. The
coach may suggest conducting additional individual interviews with a
cross-section of the leader’s direct reports and peers as well as the
leader’s direct boss so that the coach can determine strengths and
areas for improvement to be addressed during Phase 4 coaching
implementation.

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Working one-on-one with the coach, the leader will progress through a
customized series of discussions and activities to identify their strengths
and opportunities for improvement as a leader. While each program is
unique to each particular leader, the following topics are typically part of
Phase 3:
• Clarify boss’s expectations and establish success criteria
• Identify the changing environment of expectations of the leader and
employees
• Identify core strengths and areas for development and determine
what the leader needs to do to move into greater cultural alignment
• Assess unique communication style to identify the leader’s approach
to workplace relationships
• Determine key motivators for team members and develop appropriate
communication strategies that address them
• Develop a draft of the executive’s personal development plan
• Clarify what values are necessary to live the chosen development plan
Phase 4: Ongoing depth reflection that focuses on self and other-
awareness. The leader and coach meet a minimum of twice a month for
60 to 90 minutes each meeting. The leader and coach will discuss
implementation of the leader’s personal development plan. The initial
contract for Phase 4 is six months. Depending on the perception of value,
both parties may agree to extend the contract on a six-month basis.
We most closely identify
with socially imposed
values that are intensely,
and often unconsciously,
linked to our own values.

12. — 12 — PEOPLESAVVY COACHING
360-Degree Assessment
360-Degree Assessment
Our primary diagnostic tool is the Leadership Circle Profile. This resource
helps leaders at all levels become more effective by increasing self-aware-
ness and self-understanding. As a 360-degree assessment, this profile
works on the principle of multi-level/multi-dimensional feedback. It gives
the leader a wide range of perceptions on how he or she leads.
The result from the assessment are presented in a binder to the leader,
and contains feedback from bosses, peers, employees, and others, pro-
viding the leader with an intimate personal portrait. By using the surveys
effectively and by soliciting feedback from others who have observed the
leader, the results highlight leadership strengths as well as developmental
needs.
We often hear leaders tell us, “The Leadership Circle Profile helped me
know where I need to improve, but I am not sure how to do that or what
that looks like.” This is where PeopleSavvy coaching provides some of its
greatest value to the growth of the leader and resulting productivity of the
organization.
This is where PeopleSavvy
coaching provides some
of its greatest value to the
growth of the leader and
resulting productivity of
the organization.

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Benefits
When your leaders work with a PeopleSavvy coach, they learn to stretch
their capacity to lead and influence. They learn to articulate what matters,
the difference it makes, and why their people should follow them. They
learn how to optimize the true value of internal relationship to get desired
results within the organization.
Our clients consistently report much greater self-awareness of the sort
that empowers them to improve relationships and lead people more
effectively. Being more self-aware is possibly the least recognized but
most significant benefit of leadership coaching.
Make sense? Contact us today for a free 30-minute discussion of your
leadership coaching needs.
Being more self-aware
is possibly the least
recognized but most
significant benefit of
leadership coaching.
Benefits

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Who We Are
Jennifer Cayer has an accomplished track record of improving exec-
utive and employee performance. She has over 25 years of corporate
experience in domestic and international Human Resources Devel-
opment, where she has been involved in Sales, Sales Management,
Leadership and Organization Development.
Jennifer is the CEO of PeopleSavvy and provides her clients with out-
standing results through Executive Coaching, Performance and Pro-
cess Consulting, Conflict Management, and Leadership Development.
Her style and approach focus upon practical and bottom-line applica-
tion of best practices and new innovative research. Jennifer has written
numerous articles for professional publications and is affiliated with a
number of professional associations, including SHRM, ODN, ASTD and
NEHRA.
Leslie Boyer has conducted personal and professional development
programs internationally for over 25 years. She delivers consulting, train-
ing and coaching in Leadership Development. Leslie enjoys working with
emerging and senior leaders to develop their leadership attributes. She
has a dynamic approach to assisting leaders, individuals and teams in
the development of themselves to enhance business results.
In 2005 Leslie designed the most advanced Insight Seminar: a 28-day
seminar focused on manifesting one’s purpose, utilizing presentation
skills and communication skills, team building and goal setting in order to
live a more congruent life.
In 2007, she moved to Germany and founded a consulting company,
Exhact GmbH. She worked throughout Europe (and other places around
the globe) with teams and executives to enhance their performance in
order to be better at leading themselves and others.
In 2012, Leslie re-located back to Southern California where she is cur-
rently involved in the development of The Letting Wisdom Lead Program
and other initiatives, which develop business leaders to excel.
The clients with whom she has worked cover such sectors as Financial,
Healthcare, Technology, Consumer Retail, and Manufacturing. A short list
of some of her clients includes SAP, BrainLab, Canadian National Rail-
road, and Ratiopharm.
Jennifer Cayer
Leslie Boyer

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Leaders who master PeopleSavvy® (knowing self, others, and team)
leverage the Human Side of Success, resulting in higher levels of
employee engagement, lower rates of career derailment and increased
organizational productivity.
Dr. Stebbins has over three decades of experience coaching emerging
and senior leaders in being more people savvy. A leader’s awareness,
commitment, integrity and authenticity are directly shaped by their
internal landscape (the habits of thought, emotion, imagination and
action).
Through a process of dialogue and reflection using individually tailored
questions, the leader takes ownership of moment-to-moment beliefs,
fears, hopes, desires, and impulses, developing greater awareness,
which leads to deeper understanding of self, others and teams. Leaders
learn to integrate their knowledge and experience, transforming both
into leadership wisdom that can be applied to guide an organization’s
success.
Skill development is very important for leader effectiveness. Seminars or
workshops are effective for the initial layer of development. Personalized
coaching provides time for participants to deeply reflect on the personal
or organizational meaning toward being a more PeopleSavvy® leader.
Greg’s senior business leadership experience is combined with his
in-depth understanding of the complex human dynamics found in a
working environment. Dr. Stebbins is a member of the Consulting
Psychologist division of the American Psychological Association.
His former clients include many Fortune 1000 and Mid Cap companies,
including: Abbott Laboratories, Amgen, CBRE, Dole Food Company,
Fluor Corporation, IBM, RCA, 3M, and Sodexho.
Dr. Stebbins has an MBA in Finance from the University of Southern
California, Los Angeles and an Ed.D. from Pepperdine University’s
school of education and psychology. He has lectured at University of
Southern California, and the MBA program at University of California at
Los Angeles. Greg has been listed in Marquis Who’s Who in the World
for more than two decades. Greg has an active and ongoing meditation
practice stretching over more than four decades.
Dr. Gregory Stebbins

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PEOPLESAVVY
13428 Maxella Ave., Suite 601
Marina del Rey, CA 90292
310.578.5322
www.PeopleSavvy.com