“Mary is a great sounding board for a wide range of individual and organizational issues that are tough to discuss with anyone else. Because of her coaching, I am able to think things through to create far better solutions than would otherwise be possible. “
Chris Halpin, President, Celtic Energy Connecticut
“We all can use a good coach to help us hone our game, think through our mission and how our day-to-day actions serve that mission.”
Andrew Winston, Author of Green Recovery, Co-author of Green to Gold, and internationally renowned sustainability thought leader, speaker, and advisor
“Mary brings the perfect balance of intelligence, thoughtfulness and enthusiasm to her trainings. Rather than just offering up time management tips and tricks during her workshops, Mary finds a way to get attendees to think critically about their mind set during the day.”
Patrick McKenna, Training and Membership Services Coordinator CT Association of Nonprofits
“Mary knows how to walk the delicate balance between listening and providing a gentle prod on the one hand, and calling you to the carpet on the other, definitely an asset in the coaching business.”
Rob, Education and Management Consultant, Maryland

Over the long haul, healthy organizations far outperform unhealthy organizations in every industry. They do so in part because of their leadership, their focus on a positive vision, their values, the synergy in and between their teams, good systems, effective strategies, and other factors.

Every organization today is competing in a fast moving, dynamic, global market place. All too often, leaders witness internal and external teams having too much unproductive conflict and settling for compromise. Moreover, it is very difficult to see and focus on the source of our problems early enough, especially when they lie outside of our direct control.

The latest strategy research shows that the most successful companies in dynamic environments are ones that are able to actively reconfigure their capabilities to sense and seize opportunities. This requires people and partners with a range of skills and perspectives working together effectively and efficiently.

To do this, organizations need to gain access to employees’ untapped creativity, innovation, and entrepreneurial spirit. When this happens, the resulting synergy is transformative. Your people flourish. Your bottom line flourishes. And your surrounding world flourishes.

Unfortunately, as a Gallup poll described, 52% of all full-time workers in America aren’t involved in, enthusiastic about, or committed to their work while another 18% are “actively disengaged”. The cost of this, both in terms of actual lost productivity as well as innovations that never happen, is immense.

At the same time, leaders of business today are challenged in how they respond to an increasingly challenging environment: one of volatility, change, and ever increasing expectations. Many feel drained as they strive to run harder and smarter just to keep up. Yet our management challenges are likely to only increase. Most of us can expect more and more disruption within our industries as the global environment becomes increasingly dynamic, risky, and interconnected. Moreover, our traditional approaches have led to un-sustainable paths across many sectors, leading to a growing imperative to reinvent the way we handle key challenges in areas such as energy, food, healthcare, education, and transportation.

Given these challenges, every leader must ask himself or herself, where then, are the most effective places to focus on in order to realize everyone’s full potential? And what does the research say are the best approaches to organizational transformation?

For responses to these questions, please read below.

If you are looking to transform your organizational performance, a good place to begin is for us to discuss your vision for your organization and as well as how you see it today. If you have an executive team, we would want to get their input as well. From these dialogues, we would then establish a quick sense of where you are, and then together design the most effective means to transform your organizational performance. Some of the factors we would want to consider include:

Research of 198,000 employees, in 7,989 teams, in 36 different organizations identified one question that most consistently correlated with high performance: “At work do you have an opportunity to do what you do best every day?”1 Other important performance enablers include: a mission that makes one’s role feel important, clarity of expectations, materials and equipment to be effective, input and opinions that count, opportunity to learn and grow, recognition and praise for good work, caring personally for team members, and co-workers committed to doing high quality work. And on the team level, the research is clear that high performing teams exhibit far more positive interactions including support, encouragement, and appreciation, and far less negative interactions including disapproval, sarcasm, and cynicism.

The good news is that the practices, competencies and behaviors necessary for cultivating high performance can be learned and nurtured. For example, micro-moments of positive resonance based on brief positive interactions have been shown to be a powerful key to building capacity for full-engagement, brain synchronicity, understanding multiple perspectives, broadening perception, activating creativity, fostering agility and resilience, energizing teams and social networks, and furthering health and well being.2

There are a number of ways that these capacities can be grownemployee engagement increased, and organizational performance transformed. These include processes such as Appreciative Inquiry, leadership development programs, as well as team and individual coaching.

Your Next Step

To see how different organizational services might benefit your organization, click the button below.

Go To Services


Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279.

Research by Barbara Fredrickson, Kenan Distinguished Professor of Psychology and Award-winning Director of the PEP Lab at the University of North Carolina.