Paul is an expert practitioner in executive coaching, and a certified member of the OACCPP (The Ontario Association of Consultants, Counsellors, Psychometrists and Psychotherapists). He has recognition from institutions and his peers alike in the field of executive coaching. He continues to hone his skills through an ever-adaptive perspective on his practice.

Paul integrates his counseling skills into a method he calls “Strategic LifeStyle”. Throughout his 25-year career, ranging in various companies across North America and Europe, Paul accumulated astute business experience. His background, paired with a concrete understanding of human psychology gives him a competitive edge in executive coaching. Every client is different, and every client is dealt with precision and care in their personal and business leadership development.

Coaching is a specific area for consultants to focus on the individuals who affect change. The benefits of executive coaching include:

  • Ability to discuss objectives and address external developmental areas or concerns
  • Ability to relieve stress, anxiety and worry
  • Receive unbiased feedback on your leadership style, philosophy or approach
  • Coaching in developing an action plan to prepare for future goals
  • Expert business opinion for decision making
  • A new perspective and a fresh approach to leadership

An effective coach is extremely comfortable in a leadership role and managerial issues, is well rounded in issues of politics, economy and the globe, and can combine these into a specific executive milieu.

Paul Morgan’s Approach

“I believe a personalized approach is the strength of the coaching model. My approach toward the individual executive is both nomothetic and idiographic ensuring the broadest possible understanding of the person. In addition, clarity of organizational goals, expectations and cultural environment is absolutely necessary to complete the picture. The following is an example of a typical methodology adopted:

  • Initial interviews with senior management to review understanding of the issues and to further elaborate on other needs that management consider pertinent. This is to build clarity around the specifics of the organizational needs, the relevant competencies and vision. Interview executive to assess level of overall requirement and decide on best program of development, this includes the idiographic approach of a full lifestyle history.
  • Undertake confidential assessment using applicable protocols, which will enable the executive to evaluate his or her particular style of leadership and contribution to the organization. Fully discuss the options and specific needs of the individual relating to accessing the coach; methods of communication; frequency of meetings and the need for timely access. Note: these assessments are for the confidential use of the manager, in obtaining an objective view of his or her particular style of management, and form the nomothetic input portion of the assessment. I believe the uses of these nomothetic assessments are of marginal usefulness unless they are viewed within the idiographic approach which treats the individual as unique. The assessment tools used are not used to assess ability, or assessment of managerial suitability.
  • Conduct a two-day retreat for the executive to review findings and recommendations and to assist in the planning of short and long range goals, objectives and strategies. In addition, discuss the parameters of dealing with specific issues related to people and growth within the organization. Develop a clear understanding of the executive “self” and how he/she interacts with the environment. Developing a strategy to monitor specific management issues and their resolution, or otherwise, and to deal with these issues on an ongoing basis. Assist with the executive’s personal action plan, and fit this in with the overall idea of the executive self. This retreat is time sensitive and can be spread over four separate half-day sessions.
  • Participants can expect to learn the context of behaviour in the contemporary workplace, and the impact of uncertainty on individuals, groups and teams. From this an understanding of the predictable path of personal and group change, and how to establish personal control will evolve. This personal control leads ultimately to characteristics and strategies typically used by resilient individuals.
  • Reviewing the experience of other organizations as it relates to change. Hearing what the “experts” have to say about change, without the clichés. How to develop reasonable responses to those we manage. How to observe and map behaviour of both yourself and others.
  • A sober look at stress management and performance, and seeing stress within the context of organizational change and uncertainty. An exploration of core competencies in dealing with rapid change, multitasking, and technological mandates of the new workplace paradigm.”