Strategic Talent Development

Coaching, Assessment and Facilitation for Effectiveness (CAFETM)

Consultative solutions to deliver business results by optimizing leaders and teams

Coaching Services

  • Individual executives
  • Increase effectiveness
  • Aligned with business
  • Help during big leaps or stumbles
Explore Goals

Assessment Services

  • Uncovers leader/team gaps
  • Align with business needs
  • Expand self-awareness
  • Develop targeted actions
Discuss Needs

Facilitation Services

  • Ensure team alignment
  • New leader assimilations
  • Develop strategy/vision
  • Retreat/offsite topics
Arrange Session

Effectiveness Package

  • Consistent removal of gaps
  • Elevate overall effectiveness
  • Drive insight and action
  • Increase team speed
Develop Strategy


Yes, of course they can.  But doing so can put them at a disadvantage.

*HR managers are inundated with responsibilities that go beyond leader development.

Despite their best intentions HR partners are pulled into other needs while offering feedback, coaching and support for leaders, making it difficult to cover every individual need.

Furthermore, HR business partners must be strategic stakeholders, not hand holders.

*In their efforts to coach and support every leader and team need, HR also loses their ability to stay objective and have strategic/business influence, rather than stay tactical.  And leaders need their HR partners to be strategic. 

*But by hiring PartnerExec as a third party coach/faciltator for the leader and team, HR retains its strategic voice and their “seat at the table.”  In addition, by using Nihar as an external partner, HR ensures objectivity and consistent feedback/messaging so that development can finally happen in the most straightforward and efficient manner.

Read more about how an external coach and facilitator can help HR be more strategic.

Bosses can – and do – often coach their leaders. 

But limitations to this approach exist.  Not to mention, they provide a lower ROI than using an external coach for several reasons:

1.  Bosses provide coaching and feedback on business direction and collective execution but are less available to help leaders with self-discovery, stakeholder alignment and deliberate practice of new habits.  An external coach solves this limitation by integrating the boss’s input in the coaching, which reflects expectations but avoids constraining the boss’s bandwidth.

2.  A new leader’s boss defines the success criteria today, but cannot often define it for the future in an objective way, often viewing the leadership journey from his own lens, not the potential of the leader.

The boss is equipped to provide advice based on what worked for the boss’s portfolio of skills/styles, during the time he had similar responsibilities.  This is not necessarily transferrable to another leader’s skills/styles and the stakeholder environment that looks differently today.

But an external coach solves this issue by gathering the boss’s valuable advice and integrating it with the leader’s portfolio of capabilities and styles to develop the best leadership agenda that suits business needs, boss expectations and the leader’s motivation.

3.  Let’s face it:  despite best intentions, it is difficult for the boss to get the time to support every leader on the team.  But for some leaders, it’s critical to provide them with deeper-level coaching that connects the leader with stakeholder insight, self-management, practice and real-time feedback on the behaviors that count for success.

An external coach adds additional bandwidth and an objective lens that lets the leader and sponsors do what they do best while collectively benefiting them all.

The 70:20:10 model of learning and development suggests that leaders develop best when following these percentages:

70%:  learning through tough jobs, out of their comfort zone.

20%:  learning through others, such as boss, mentors.

10%:  learning through classes and books.

The very act of leadership requires taking on tougher jobs, satisfying the first category.  If leaders fall back on old habits and mindsets and treat new opportunities the same way every time, then learning ceases.

This is where an external coach helps, integrating the inputs of stakeholders and prompting self-orientation for the leader to continually learn and adapt to the evolving challenges of leadership and their business.  The coach can also help delineate where the leader may be over-relying on strengths to the point of weakness.

While training classes and materials can help, they provide a small portion of the necessary challenge and applied motivation required for new habits and effectiveness that tie directly to the given business.  A basic foundation of best practices and access to new ideas is useful but far from the best way to ensure success.

For this reason, we provide coaching and facilitated offerings that include best practices and content from thought leaders in specific areas, but emphasize the importance of reflection, planning and action that tie learning to business results.  A class alone could not provide that level of ROI nor ensure direct application in the business.

Yes.  Here’s a sample engagement that starts with the Coaching service, then adds Assessments.

Let’s say we are asked to conduct individual personality and business assessments of your leadership team to help them drive specific results together.

Based on the results, we may recognize a timely opportunity to add Coaching for one of your team members and work toward a targeted development plan over the next 6 months.  Or we may decide to hold a Facilitated session that lets the team discuss actions based on the assessments.

If interested in Assessments to uncover areas for greater impact on your team, we offer:

*Qualitative Stakeholder Interviews and application to development plan.

Used for coaching, onboarding, correcting behavioral blind spots or gathering early indicators of expectations for higher leader effectiveness.

*Hogan Leadership Assessments

Used to surface personalities and styles as leaders and when under pressure and individual motivation drivers.

*Myers-Briggs Type Indicator

Used to surface personality preferences across team and enable effective performance across team as well as for individual self-awareness and influencing strategies.

*Thomas-Kilmann Conflict Instrument

Used to surface individual styles related to managing conflict.  Useful for individual self-development as well as team awareness after a facilitated session.

*Standard 360 

Used to surface and leverage perspectives across leader’s self-orientation, boss, direct reports, peers and customers.

Yes.  Here’s an example that starts with the Facilitation service, then adds Assessments:

Let’s say you are in the middle of a mid-year resource planning cycle for future investments and products.

We would begin by facilitating an offsite meeting to surface competing needs and perspectives and align on prioritized actions and expectations across the team.

Or we could start with a facilitated discussion using best practices around a topic of importance (see below for examples).

Then, based on the outcome of the session, we may decide to conduct a Hogan team assessment to increase awareness and reconcile competing needs to achieve results.

Sample topics we offer for team facilitation and learning:

1.  Building a Shared Vision

2.  Setting Strategy

3.  Dealing with Change

4.  Resolving Conflict

5.  Driving Execution




Some organizations ask for coaching, assessments or facilitation, while others opt to combine services at once to improve overall effectiveness tied to business needs.

We call this the Effectiveness package and here is a sample engagement:


1.  Let’s say we are asked to coach a leader who is strong in some areas but shows some signs of struggle or could be more effective with a clear process for change.

2.  We conduct assessments of his leadership team to surface areas for greater effectiveness in meeting business needs, using qualitative interviews and/or other tools.

3.  We also facilitate a team session to uncover insights that enable stronger collective results.  If the leader is recently moved into the role, it could be a Leader Assimilation Session.  Or if the team is suddenly made up of new members, we can uncover impressions of work styles, pockets of resistance and perspectives on strategy and execution.

4.  After continuing coaching with the leader, we facilitate an offsite meeting with the team using content and team exercises.

Through each service, Nihar ensures a clear tie to business needs, with high impact learning, open dialogue and action planning.

I’m Interested! What Do I Do Next?

Nihar ChhayaConsulting Solutions for Executives and Teams