Claudette Rowley As an executive coach, consultant and trusted advisor, She has over 15 years of experience working with clients both in the U.S. and internationally. Claudette has a specialty in providing coaching to leaders and managers as well as training and facilitating teams in corporations on communicating for results and strategic organizational change. She is a passionate and skilled at inspiring individual and organizational transformation that’s sustainable.
Claudette designs, customizes, and delivers coaching and consulting programs and interactive trainings that result in greater self-knowledge, enhanced leadership, and more effective strategic decision-making cross functionally within organizations. Claudette has broad skills as an executive coach, consultant, and trainer, and is experienced in designing and delivering coaching and training programs to include: effective communication, difficult conversations, decision making, influencing, conflict resolution, building effective teams, organizational alignment, accountability, leadership development, strategic thinking and planning, delegation, managing workplace change, negotiation, coaching for improved performance, and developing high performance cultures.
Claudette’s background includes experience working with Fortune 1000 companies, educational institutions such as Boston University School of Law, as well as non-profit organizations, and small businesses. In addition, Claudette’s expertise is coaching and training individuals and teams to manage conflict and communicate strategically in a wide range of complex situations such as systemic conflict, business partner and co-leader disputes, and disruptions resulting from rapid organizational or cultural changes. She is also an experienced practitioner in the Five Dysfunctions of Team methodology, MyersBriggs Type Indicator, the Synergist Quiz, and Thomas-Kilmann Conflict Mode Instrument and facilitates leadership and team development training programs using these instruments.
Claudette holds a Master of Social Work degree from the University of Michigan and the Professional Certified Coach credential through the International Coach Federation. She has completed additional training in organizational development, conflict resolution, mediation, the Predictable Success business life cycle model, and relationship systems coaching.
Imagine a senior leadership team that views conflict as a positive force for change rather than an impediment to progress. When conflict arises, the team embraces different perspectives as essential to making the best decisions to meet their objectives. They analyze important information, debate key issues and use their differences as assets rather than detractors. They recognize that, in organizations, conflict signals something wanting to change. Because companies rely on their teams to execute strategy, innovate new ideas, and implement initiatives, recognizing this signal is essential to managing conflict strategically.
It's often cited that 70% of change or transformation initiatives fail (McKinsey, Kotter, and Blanchard). Much of the research into these failures points a lack of planning, communication, and recognition of the impact on employees. William Bridges, author of Transitions and numerous other publications, notes that once leaders announce a change to their organization, they have already spent around six months pondering the change themselves. In other words, they've had time to acclimate to the idea of change.
A culture that performs well allows an organization to accelerate its growth, increase its alignment, and hit its important strategic goals. A high performance culture supports a company to achieve its vision, strategies and business objectives. While there are basic principles and tenets behind a high performance culture, each successful company culture is unique - just as each family is unique. We can't replicate another company's culture.
During a significant change like a merger or acquisition, listening, architecting and integrating both cultures is critical for maximizing the value of the deal. Organizations that thrive in today's complex business environment benefit from dynamic, robust cultures.