The Coach Well, Lead Well Program
Bring the situation that's costing you the most.
Sixty minutes with Tarah. You'll leave with a written definition of success for the role that's costing you the most, a named list of what your team is absorbing that was never assigned to them, and one conversation to run next week.
No pitch unless you ask for one.
Sixty minutes, on Zoom. Nothing to prepare. Free.
What we'll actually do with the hour.
The first ten minutes. What's happening, and who's absorbing what. You'll do most of the talking and I'll be listening for the thing you say twice.
The next twenty-five. You bring one real, live situation. Not a hypothetical, not a case study, not something you've already resolved. The one you're still turning over on the drive home. We work it in real time, and you'll see exactly what this method does to a problem that hasn't cooperated yet.
This is the part of the hour that matters most, and it's the part most people don't expect. You're not describing a problem so I can propose a solution later. We're working on it now.
Fifteen minutes on the definition. We'll write down what success looks like for that role. Most of what looks like overwork turns out to be an objective nobody ever finished defining. If someone walks around with an ambiguous goal, they'll never feel like they've finished their job. They'll just feel vacant, and then they'll answer email at nine at night trying to fix a feeling.
The last ten. What it would take to do this at scale, and how something like this gets funded where you are. Only if you want that conversation.
Why there's no pitch.
Because I can't coach someone who hasn't decided they want something, and that includes you. Coaching is a consent-based activity. If I spent the last ten minutes pushing, I'd be doing the exact thing this whole method exists to stop.
So here's the deal. If we get to the end and you want to know what working together looks like, ask and I'll tell you plainly. If you don't ask, I won't bring it up. Either way you leave with the three things above.
An hour that's actually useful is a better argument than any pitch I could make.
Who this is for.
Department chairs, deans, program directors, clinical leads, principal investigators, managing partners, and anyone else responsible for a group of people whose work involves advising, supporting, or caring for others.
If you can name two people right now who care more than the job formally requires and are quietly running out, this is the hour.
Who it isn't for. Anyone looking for a tactic to make a specific person comply. That isn't what this does, and I'd rather say so now than spend an hour of your time proving it.
Who you'll be talking to.
I'm Tarah Keech. I teach coaching skills to people who advise, support, and lead others, and I've spent the last several years doing it inside universities, health systems, and professional practices.
About a hundred people have come through this work. Some of them certified in 2021 and are still in the group coaching room today, which tells you more than a testimonial would.
I'll spend most of our hour asking questions. That's not a technique I'm using on you. It's the whole method, and by the end of the hour you'll have seen how it works well enough to use a piece of it yourself.
The people who care the most are the ones you're most likely to lose.
Not because they're fragile. Because nobody ever told them where their job ends, and they've been making up the answer for years.
An hour is a small thing to spend on that.
Sixty minutes. Nothing to prepare. Bring one situation.
FAQs
Is this a sales call?
1
No, and the section above says exactly how that's enforced. If you want to talk about working together, ask and I'll tell you. If you don't, I won't raise it.
What do I need to prepare?
2
Nothing. Think of one person you'd hate to lose who's taking on more than the job actually assigned them. Not the difficult one. The good one. That's the situation we'll work.
What if I'm not the person who controls the budget?
3
Come anyway. You'll leave with a written definition of success and a clear picture of what's costing your team the most, which is exactly what you'd need to take to whoever does control it. Plenty of people book this with no intention of buying anything and get their money's worth, which is easy, because it's free.
Can I bring a colleague?
4
Yes. Two is often better than one, because you'll disagree about what the real problem is and that disagreement is useful. More than three and it becomes a meeting.
What if my situation is confidential?
5
Describe it at whatever level of detail you're comfortable with. The method works on your thinking about the situation, which means you can leave out names, institutions, and specifics and still get everything out of the hour.