Executive leadership coaching · Long Island, New York
Intention is not impct
Most leadership development helps leaders become more knowledgeable. Paulson helps senior leaders become more effective, in ways the people around them can see, experience and measure.
One engagement
Twelve months. No packages, no tiers, no retainer.
A 360° baseline
Supervisor, peers, direct reports and self, interviewed one by one.
Measured by others
Stakeholders rate the change from −3 to +3 at the close.
For sponsor and leader
Engaged by CEOs, CHROs and private equity. Owned by the leader.
Leaders and sponsors from
The problem
Every leader has a gap between how they intend to lead and how their leadership is experienced.
We call it the Leadership Performance Gap. It sits in five things a leader intends, and it costs five things an organization needs. Drag the line to see what closing it means.
Intention
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Impact
Intended: communication, accountability, delegation, trust, alignment. The gap costs: performance, relationships, culture, engagement, business results.
Signs of a gap
Others experience the leader differently than intended.
Unintentional behaviors create friction or distance.
Strong intention, but inconsistent execution.
Trust, collaboration or team performance suffers.
Feedback, when it comes, is a surprise.
“The Leadership Performance Gap is not about talent. It's about the gap between how leaders intend to lead and how their leadership is experienced.”
The cause
Nothing went wrong. And here we are.
Gaps rarely start with a mistake. Intention stays where it was while behavior drifts, a little each quarter. At no single point is the separation perceptible. Only the full span reveals it.
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Intention
Behavior
The Alignment Process
One engagement. Twelve months. The gap closes.
Paulson offers one engagement, not a menu of packages. It rests on one principle, follows one method and runs on three drivers. Open each to see how it works.
A closed loop with a visible origin, and the origin is the leader. One line runs outward, carrying what the leader chose to work on. Lines run back, carrying what the people around them are witnessing.
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PD3™ Performance Drivers
Core drivers that improve leadership behavior, strengthen leadership performance and close the gap.
Who engages Paulson
Four leaders who gain most.
In these four situations, closing the gap changes the most, for the leader and for the organization around them.
Growth-oriented leaders
Already successful leaders who know they can operate at an even higher level of performance, influence and organizational impact.
A quiet feeling there's another level
Refuse to plateau
Want to expand their influence
Lead with greater clarity
They don't need fixing. They need to grow.
Performance-challenged leaders
Leaders capable of more, but not consistently producing the results expected of them.
Inconsistent execution
Strong intention, weak consistency
Inconsistent leadership performance
Trust that erodes over time
They don't lack capability. They lack consistency.
Leaders who need alignment
Leaders whose communication, behavior or habits unintentionally limit trust, collaboration or team performance.
Experienced differently than intended
Behaviors create friction or distance
Team performance suffers
Feedback is often a surprise
They don't want a negative impact. They just don't see it.
High-potential leaders
Emerging leaders preparing for greater responsibility, visibility and organizational influence.
What worked won't work at the next level
Higher expectations and scrutiny
Influence and presence to build
Easier before habits are set
They have the potential. They need the preparation.
One service, two audiences
Sponsored by the organization. Owned by the leader.
For CEOs, CHROs and private equity
A structured engagement you can sponsor with confidence.
A 360° baseline before any coaching begins
Sponsors involved from kick-off to close
Independent After-Action Reviews
A stakeholder-rated outcome at month twelve
For the leader being coached
A clear picture, and the people around you on your side.
See how you are experienced, not only how you intend
One or two behaviors to work on, not twelve
Stakeholders who know your goals and check in
Tools you keep using after the engagement ends
Seen by others
“Folks enjoy working with him more than ever before. Internally much better. He creates a lot less drama.”
+3.0
A CFO's overall leadership effectiveness, rated by his manager. The top of the scale.
9
Independent voices in a single 360° baseline.
0
Negative stakeholder scores in both published case studies.
“His method of actively involving identified stakeholders ensures that leaders stay engaged in their development.”
“I'd recommend Robert as a partner to take executives next level. He's great to work with.”
Andrea Lampert · VP Corporate Human Resources, Stanley Black & DeckerPress Pause with Paulson
Short videos on leading with intention.
One conversation
What's your gp?
One conversation is enough to find out whether there is work worth doing. No deck, no diagnostic fee.
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