Executive Coaching
Oliver has translated his deep corporate resume and “C” suite experience into a robust Executive Coaching practice. Combining proven, results-focused methodologies and real world expertise, he works with senior leaders to create development action plans that are customized to their individual needs and the demands of the environments in which they operate. This approach enables him to guide senior leaders to discover new possibilities and influence them to deploy their talents in new ways to accomplish stretch goals and achieve even greater measurable results.
Since he launched his coaching practice in 2006, Oliver’s work with “C” level and senior leaders has spanned numerous industry verticals and includes work in both the for profit and not-for-profit sectors. In addition to his corporate efforts, Oliver has worked with entrepreneurs and with practitioners in medicine and law.
Since he launched his coaching practice in 2006, Oliver’s work with “C” level and senior leaders has spanned numerous industry verticals and includes work in both the for profit and not-for-profit sectors. In addition to his corporate efforts, Oliver has worked with entrepreneurs and with practitioners in medicine and law.
Leader and Organizational Development
Oliver believes that leaders transform organizations and that, in this environment of rapid change, organizations that have a deep regenerative pool of effective and complementary leaders, have a sustainable competitive advantage – one that cannot easily be replicated.
In keeping with our interconnected world, his work in the area of developing leaders and leadership teams has been global in nature – impacting leaders in North America, South America, Europe, Asia, and the Middle East. Oliver’s work with global and domestic leadership teams is grounded in three areas - strategic alignment, cultural intelligence, and change leadership. On this foundation he is able to help teams develop and sustain, core capabilities like communication and feedback, problem solving, conflict resolution, and team effectiveness.
At the enterprise level, Oliver works with senior teams to identify, model, and institutionalize the values and the leadership competencies and behaviors that create an organizational culture that drives strategic success. He also consults with Human Resources executives and other senior leaders on the Organizational Development initiatives that are required to sustain that success.
Like his Executive coaching practice, Oliver’s work with leaders and leadership teams has cut across sectors and verticals.
In keeping with our interconnected world, his work in the area of developing leaders and leadership teams has been global in nature – impacting leaders in North America, South America, Europe, Asia, and the Middle East. Oliver’s work with global and domestic leadership teams is grounded in three areas - strategic alignment, cultural intelligence, and change leadership. On this foundation he is able to help teams develop and sustain, core capabilities like communication and feedback, problem solving, conflict resolution, and team effectiveness.
At the enterprise level, Oliver works with senior teams to identify, model, and institutionalize the values and the leadership competencies and behaviors that create an organizational culture that drives strategic success. He also consults with Human Resources executives and other senior leaders on the Organizational Development initiatives that are required to sustain that success.
Like his Executive coaching practice, Oliver’s work with leaders and leadership teams has cut across sectors and verticals.
Strategic Planning
In his classic work Leadership is an Art, Max De Pree writes: ‘The first responsibility of a leader is to define reality.” Oliver believes that the next responsibility of a leader(s) is to define a destination or a purpose and to determine what must be done in order to achieve it.
During his business career and his service in not-for-profit board leadership, Oliver has led, designed or facilitated over a dozen enterprise and institution level strategic planning efforts. While his approach is customized for each unique circumstance, there are six common themes in Oliver’s strategic planning methodology:
During his business career and his service in not-for-profit board leadership, Oliver has led, designed or facilitated over a dozen enterprise and institution level strategic planning efforts. While his approach is customized for each unique circumstance, there are six common themes in Oliver’s strategic planning methodology:
- Objectivity – developed on proven assumptions and fact-based research
- Inclusiveness – identification, involvement, and buy-in of key stakeholders and stakeholder groups
- Transparency – effective communication while protecting confidential information
- Actionable Outcomes – strategic planning is not simply an intellectual exercise
- Alignment – a clear and specific roadmap to assure that the roles are defined and resources are in place to achieve the strategic goals
Change Leadership
Oliver views Change Leadership more broadly than as just a core competency for leaders. He believes that in today’s rapidly moving interconnected world, embracing change must be woven into the cultural fabric of every successful organization. With that in mind, Oliver encourages leaders to avoid being constrained by the notion that “people hate change”. Rather he counsels them to accept the principle that people are extraordinarily adaptable - that, when given the right tools in an organizational climate that values learning and growth, people can thrive in a world of constant change.
Providing those tools and helping leaders create that climate lies at the heart of Oliver’s Change Leadership practice.
Providing those tools and helping leaders create that climate lies at the heart of Oliver’s Change Leadership practice.
Board Governance Board Development
With over twenty years of Board leadership roles in education and social services combined with nearly a decade “C” level corporate experience, Oliver is uniquely poised to advise boards of directors on a variety of critical issues.
He has special depth in the area of independent and private schools where he has advised boards on such matters as:
He has special depth in the area of independent and private schools where he has advised boards on such matters as:
- Corporate governance
- Strategic planning; Trends in private education
- Board composition and development
- The role of trustees/directors
- Board effectiveness
- Performance and compensation for Heads of School
- Managing exposure to legacy issues
- Keeping schools safe