"Considering all of the areas I've worked with Lynn in my leadership development, I’d say accountability is one of the most impactful. Holding people accountable is now second nature to me, making sure deadlines are set and met and following up when needed is part of my daily responsibilities as HR. I am much more aware of making sure expectations are crystal clear, and that we have an agreement as to the deliverables and timeline.

Making sure that my expectations and communications were clear in all my interactions has made a big difference for me. Where previously I may have been disappointed or frustrated if I didn’t receive a deliverable, it has made me reflect on whether or not I had been clear when I wanted something due in.

I also gained confidence during this process - not being concerned to call somebody out who missed a deadline and understanding that it is helping their continued professional development. My feedback has become much more streamlined, with specific examples of how improvements can be made. I also ensure to follow up accordingly to help keep team members on track.

Lynn is always supportive and helps me to challenge myself when needed. She is diligent in following up with me and making sure I am successful in hitting the goals I set for myself, and in being a strong accountability example for others."

 "Accountability has been a problem that is overlooked because it’s so uncomfortable for people to engage in. Most people would rather turn their heads in another direction or focus on goals and objectives. Re-directive coaching is delicate. Most managers lack the skill of framing the discussion properly and therefore never get to the task of engaging employees in the process of seeking improvement or holding them accountable. To make problems worse, or perhaps the root cause, employees are held accountable to the boss’s objectives, not of a self-described, self-prescribed performance factor.

I found that the root cause is usually based on the coaching discussion. The coach listens, the employee creates his own shelves to reach for to be held accountable. If the coach does all the talking and devises the measures of accountability, the coachee sees this as noise that comes from a lack of understanding, therefore, does not value the discussion, and change never occurs.

Getting back to the basics of having a sound coaching discussion as described above and using those techniques in every situation creates consistency in the delivery. When the employee or coachee sees the approach's consistency, a comfort level follows, and results are positive.

I changed as a leader during my work with Lynn by honing my skills to prepare me for roles beyond my then-current capabilities.

Lynn is a true coach, listening and questioning, allowing me to think about my responses, formulating a strategy based on my own thoughts, and never taking on the advisor's role."