Executive Assessment and Coaching

Coaching Value Proposition

“Investment in developing the individual talents of leaders drives strong business results and leads to motivated employees.”


Use info on old site plus two documents on Executive Assessment and Executive Coaching inserted as a pdf they can click on.


Pre-hire Assessments- www.Hirerighttesting.com

Assessments are available for all positions and include skills, knowledge, abilities, and behavioral characteristics.  Use one of our existing assessments or customize one for your organization.  Our one-line testing options are used by large and small companies and government entities. Contact us to discuss your needs or go to www.hirerighttesting.com and choose the behavioral scales you want to measure.   We also have a library of over 500 skill tests from which to choose such as Word, Excel, Access, Accounting, and many more.  All are cost-effective and have volume discounts.

No matter how great an applicant looks on paper or how smooth they appear during the job interview, many are experts at fooling the most experienced recruiter. Difficult personality characteristics, low skill levels, and even issues with integrity may not surface until you have made that costly hiring decision. You are then left to deal with the emotional strain and potential legal problems associated with having to terminate a bad hire, not to mention all the hard costs associated with having to recruit again, time spent on interviews, re-training, and loss of productivity.  Call us and we can assist you in choosing the right process for your organization

New additions:

 Correctional Officer Assessments  (we will add a link that takes them to this testing in the HireRight website

Remote Worker Assessments

Focus:  a series of non-verbal cognitive problem-solving tests


Strategic Planning

Why Strategic Planning?

  • COVID-19 has impacted the business

  • Growth has been opportunistic, it’s time for a more systematic approach

  • Resources are stretched too thin, how will you expand and where?

  • The leadership team has many new members and all are not on the same page


Behind every successful organization is a clearly articulated and measured strategy. Our skilled consultants guide you and your team through the strategic planning process and work with you while it is implemented.  We also assist you in developing the metrics to assure all have the needed information.

We work with the leadership team to build an executable strategic plan and scorecard.  Diana is a skilled facilitator who can assist the team in identifying the business drivers and goals, deciding how to measure progress, and communicate success.  The process includes cascading the information downward to assure each individual in the organization understands their role in achieving objectives and uses the information to make decisions. This can be a separate service or part of a coaching contract.


A detailed SWOT and organizational analysis survey is used as a basis for the Planning and review. The survey assists the team in understanding where they are today, where they compete, upon what they need to focus attention and ultimately agree on the critical few goals to achieve.  This is done as our consultants facilitate the strategy sessions.



Succession Planning:  Why do it?

  • Founder is planning to retire and transfer leadership to the next generation

  • CEO retiring, the board needs to identify and develop the successor

  • Company is growing and needs new leadership

  • Board/government mandates for a succession plan


The goal for our approach is to provide an integrated succession management process, where all critical positions at all levels are targeted. Companywide succession must be tightly aligned with the business strategy and integrated with other talent management processes.


Best practice organizations address succession management consistently across all critical positions at all levels. Therefore, the proposed succession management strategies will be focused on both technical/professional and management roles. We focus on the transition of people, roles, and the transfer of knowledge.


Development Planning has been shown to be a differentiator between organizations with high impact succession management programs and those without such a program. Our approach will provide a roadmap for development planning and successful transitions.


For a company to achieve best-practice succession management, its executives have to be as engaged in succession management as its HR leaders. Senior leadership must be engaged in the succession management process and champions of the system, which is why we recommend beginning with an Executive Off-site Meeting.


 A strong talent review process has been shown to be critical to creating a highly effective succession management process.  Therefore, the proposed succession management strategies will include a significant focus on the talent review process. In addition to building the system and process, we have learned that the organization must address the fears and resistance associated with any major change effort.  Resistance exists at all levels in the organization; those that plan the change, those that implement the change, and the recipients of change all experience varying levels of resistance. Each must be considered and addressed.


The next two pages should be a PDF they can click on.



Brief Summary of the Process  for Succession Planning  by  Diana L. Clarke, Ph.D. & Louis R. Forbringer


Our process recognizes the three critical components involved in designing a Succession Planning process which incorporates best practices. These components include:


  1. Leadership Alignment & Support: Support of executive leadership and the board with  alignment to the strategy

  2. Processes and Procedures: Design and implementation of processes and procedures designed to support the program implementation throughout the organization

  3. Change Management: Inclusion of staff in the process to achieve endorsement and adoption of the changes throughout the organization


Without any one of the three pieces of the puzzle, you may achieve a process that provides a replacement plan but not a succession management plan that considers people, roles, skills, knowledge transfer and includes those leaving the organization.  Additionally, without all three components, it is highly unlikely that the Succession Planning process will be adopted and its full potential realized.


The model considers all aspects considered to be best practices including: Commitment & involvement of executives and board, regular talent reviews, focus on the critical positions, hold the executive team accountable, align with business strategy, manage the “change”, assess performance and potential, integrate succession into talent management, and make a commitment to developing the talent with time and money (ASTD)



Our Major Process Components Are:


  1. Senior Leadership and key stakeholders meet to discuss and agree on the key factors affecting implementation, the Executive Off-site meeting.

  2. The identification of an internal Project Team.

  3. The Project team works with the consultants to design the implementation process for succession.

  4. The overall process and implementation is developed with the senior leadership, including a champion at a senior level.

  5. Critical Positions are identified in alignment with the organization Strategy.

  6. People in Critical positions are assessed and the organization mapped for talent-a Blueprint is developed. A group of senior leaders is involved in regular reviews of talent.

  7. Planning tools for Human Resources and department management to assess staffing levels are designed and shared with users.

  8. Staffing levels are assessed in relation to the strategic plan - Those critical positions with few or no ready successors are prioritized.

  9. Change management issues including an assessment of current organizational readiness, policies, and processes related to business continuity dealing with staffing transitions or departures are identified and processes created to address them and built into the plan.

  10. Establish a User Advisory Group(s) (UAG), Champions are identified and a communication plan is started.

    1. Members of the UAG should be informal leaders in their respective areas, respected by their peers, and have an interest in the project. 

    2. The UAG will provide input to the design of communication plans, processes, procedures, and forms.  They will also serve as the “resident expert” available to advocate for the process and answer some of the questions posed by their peers.

  11. Processes, forms, training to support the succession planning activities are designed.

  12. Recruitment and retention strategies are recommended that consider aging workforce practices.

  13. Training is conducted both for leaders and internal training staff.

  14. Metrics for measuring progress and success are identified and agreed upon.

  15. On-going support, training, and coaching is provided.


By focusing on the processes outlined above we will be able to address the desired needs of Ohio BWC as defined in the Scope of Work. Our plan in relation to your timeline will be outlined below. For some of the initial steps we can provide estimates of the amount of time involved for the processes, however, more information is needed on structure, positions, current practices, and availability for us to provide time and billing estimates beyond the initial steps.


Outcome:  Sustainable Succession Management Process endorsed throughout the organization which supports the strategic plan.