Executive coaching · Team and organisations · Basel & international
I coach the leaders who carry transformation.
I have led enterprise change and transformation from inside the C-suite, as a Chief Digital Officer, Chief Information Officer and VP of Transformation. I coach senior leaders to decide well under pressure, hold their teams through the hard middle of change, and deliver transformation without losing themselves in it.
Roles held
CDO · CIO · VP Transformation
Sectors
Pharma · Technology · Engineering
Credentials
DBA · ICF accredited · English / German
The Philiosphy
The constraint is rarely where you think it is.
Most executive coaching focuses on the leader. But Transformation does not fail at the leadership level alone. It fails in the gaps: between how the leader thinks, how the team moves, and how the organisation behaves, and how it is designed.
A team issue is often an avoided conversation, or an incentive that makes the team behave rationally with low engagement. My coaching approach is to find the level that is actually holding you back, work with you on it release the constraint, and assess how the other two öevels impact or enable you going forward.
The model
Lead on Three Levels
A transformation leader manages three levels at once. Most coaching works only the first. I work all three, because I have led on all three.
- Where are you spending effort you cannot afford to spend?
- Which decision have you been holding off, and what does it cost?
- What are you still doing yourself because you do not trust it to be done without you?
- Where has steadiness become rigidity, or composure become avoidance?
- Who is complying but not committed, and how do you know?
- Where is there consensus you suspect is false?
- Who could you not afford to lose, and what happens if you do?
- What is the team not saying to you, and what makes it unsafe to say?
- Where is the organisation behaving rationally in ways that work against the change?
- Which decision rights are unclear, and who fills the vacuum when they are?
- What does the structure reward that the strategy wanst to stop?
- What stalls here, and what does the stall protect?
↳ Coaching that touches only Self makes a leader feel better while the transformation still fails. The three levels in synch is the outcome.
How the coaching works
Structured, but not a syllabus.
01
Map
A three-level baseline. Where your attention is versus where your constraint is.
02
Locate
Identify the issue at the level, which is constraining the other two.
03
Work
Coaching works begins, while keeping the awarness open on impacting level.
04
Re-balance
As the constraint releases, the focus shifts. Re-map and move forward.
05
Consolidate
You internalise the three-level view as your own standing practice.
Shape
A discovery conversation, then six to ten sessions over four to six months, every two to three weeks, with access between sessions for live decisions.
Evidence
A three-level map at baseline, revisited at the mid-point and at close, so progress is tied to your real situation.
Format
One to one, or a team variant for a leadership team leasding and manageing the transformation.
Who this is for
Senior leaders carrying a transformation, often alone.
Not leaders who need motivating. Leaders accountable for an outcome, working in complex, regulated, international organisations, who want a coach who has sat in the chair.
A.
C-suite and board-level leaders steering enterprise change in pharma, technology and engineering.
B.
Transformation and functional leads balancing delivery and people at the same time.
C.
Leaders new to the scope of the change they now lead, who need solutions, not a framework.
D.
Leadership teams that must move through the hard middle of change without breaking the Transformation.
Your Coach
Dr Steven R. Partridge
Dr Steven R. Partridge has spent more than twenty years leading and advising organisational change across Europe. He holds a Doctorate of Business Administration and writes on the practice of transformation as The Transformation Architect.
His roles have included Chief Digital Officer, CIO & VP of Transformation, Global Head of Business Architecture, and Head of Lean Six Sigma & Quality – leading enterprise change at organizations including Novartis, Roche, Zehnder Group, HP, and ThyssenKrupp. He is a certifed ICF coach and uses the Profile XT assessment to enable people reach their goals.
In their words
“A named client quote sits here: one sentence on the shift that the coaching produced, in the leader’s own words.”
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