- Executive Coaching
- Leadership Development
- Myers-Briggs® Assessment and Feedback
- Strategic Retreats
- Talent Assessment
Yes, I can review MBTI® results for you, as long as they are from the actual test, and not a look-alike. If I suspect what you filled out wasn’t the Myers-Briggs®, I’ll let you know that right away.
The Myers-Briggs Type Indicator® is a trademarked tool. There are a number of companies that offer look-alike tests, and they may even use the Myers-Briggs name or something similar to it to create confusion. They are trying to deceive people into thinking that they are taking the Myers-Briggs®, when you’re being offered something else. (This is true of the DiSC, also, by the way, so beware!). My online assessment center offers the trademarked Myers-Briggs® and it is licensed and maintained by the Consulting Psychologists Press, the publisher of the MBTI®.
One of the realities of leadership life is that there can be competing interests or positions in organizational leadership. Having a facilitator ensures that a neutral party is able to guide the discussion, and identify any conflicts or other issues that might be impeding achievement of organizational goals.
They are usually a full day or half day. I do a comprehensive orientation in advance to make sure people are well-prepared to contribute at a high level during the actual retreat.
I’ve facilitated retreats for many different types of groups. Most often it’s for senior management, but I’ve also facilitated them for entire divisions, and entire staffs. I’ve found that the best outcomes occur when participation is just among senior managers, who then can facilitate strategic planning with their own units or divisions.
An orientation will be prepared that is tailored to your team. Participants will be able to take the Myers-Briggs® online, and they’ll get individual and team reports. Individual reports are reviewed one-on-one, and there is a workshop for the entire team that teaches about the use of type in making teams more effective. It also covers individual differences between and among team members, to increase their understanding of how best to work with one another. Contact me for more information and pricing on a team MBTI® workshop.
There are several versions of the MBTI®. Some give very basic results, others provide a detailed and valuable analysis of your preferences. Before you take it again, I can review your most recent report and give you an idea of whether or not it would be beneficial to get a more complete picture of your preferences and the impact of those preferences in your current work setting.
Executive Coaching is the identification and achievement of an executive’s goals with the assistance of a trained consultant. Those goals may be developmental (e.g., getting to “the next level,” or increasing one’s impact and influence in the organization); performance related (e.g., increasing self-awareness, building more effective relationships across the organization); skill-related (e.g., becoming better at presentations, listening more effectively); or for targeted problem solving (e.g., resolving conflicts with others, preparing for a specific meeting or event).
After goals have been established, I help the executive identify action steps and a timeline for achieving those goals. Although my approach mainly involves helping the executive develop his or her own solutions, I also actively share resources — such as books, videos, and websites — that I think would be valuable.
First, you want to feel comfortable with the person. Are they easy to talk with? Do they listen well? Do you feel they understand your reason for seeking coaching?
Second, you should look for someone who can easily explain how they plan to help you. If you ask them how they coach and they don’t have a clear answer, that’s not great. They should be able to explain their approach and how they would work with you.
Finally, look for a psychologist. Psychologists have verifiable training, must meet licensing requirements, and adhere to the ethical guidelines of our profession. Click here for more on confidentiality
Often I’m hired by the supervisor of the person who will be coached. They see a need and they authorize the payment for outside services. Also, some HR departments hire me to work with someone who would benefit from coaching. Finally, I am hired by executives and professionals who want their own private coach.
When I’m hired by a company to coach someone on their staff, the company itself is the “client” and the person I’m coaching is considered the “subject” of the coaching assignment. Unless the process is left completely up to the subject, there is usually a meeting with the subject of the coaching and his or her supervisor to discuss the process and coaching goals. I encourage openness in the process when subject and the payer (or “client”) are two different people. In other words, I encourage the subject and client to meet regularly about progress on achieving coaching goals. I also provide regular summaries to both the subject and the client, although the actual conversations and specifics of the coaching meetings are held in confidence.
Your confidentiality is not just my priority but it is also protected by state law and the ethical guidelines of the American Psychological Association. For individual coaching clients who pay for my services directly, our sessions are completely confidential. In fact, we do not keep electronic records of sessions.
If your company is paying for your coaching, they have an interest in knowing your coaching goals and progress so they can support your success. Before we begin, we learn what they would like to know about your progress, and we also set appropriate boundaries so you can be assured of confidentiality.
Our Client Information and Consent to Services agreements discusses confidentiality in detail and it is reviewed before our work together begins.
Clients often share with colleagues and other members of their social circle that they are working with a coach. The reasons people do this may vary. Some people view it as an example of their investment in their own success.
Others consider their coach part of a “personal Board of Directors” or group of colleagues they rely on as thought partners. They may share with members of that personal board that they are working with a coach so they can discuss any ideas they arrived at during the coaching process.
Coaching clients have posted on social media about their work with us, mentioned it during seminars, and recommended us to others.
Coaching and therapy share a common purpose: to help people change in some way. That change is typically achieved through some insight and the desire to change patterns that have not been working. Coaching and psychotherapy would both achieve that goal.
The difference between them is that coaching tends to be applied more to developmental issues – things you want to achieve, goals you’ve set your sights on – rather than alleviating some kind of emotional pain.
In coaching, our clients often report that something we discussed in a meeting helped them with a personal problem they had. That could be understanding how they approach others better, how to resolve a conflict, how to motivate others, and how to be a better listener.
Coaching usually begins with a set of goals and action steps, with the coaching sessions focused on the achievement of those action steps. Problem solving consulting is situational, short-term and focused on solving the immediate problem you’re facing.
For an entrepreneur with a small service business, I helped her with a strategy to negotiate a new contract with one of her clients. For a consumer products company, I helped them resolve a conflict between their sales director and one of their top reps. For a residential construction firm, I helped them rewrite job descriptions to stop conflicts between two senior staff members. For a manufacturing firm, I helped them plan how to address performance issues with their CFO. For a medical practice, I helped them keep a senior staff member who was in frequent conflict with a new hire. As you can see from these examples, these are all discrete problems that are more easily resolved by using an outside expert than spending a lot of time trying to resolve them from within.
Coaching can help anyone, but not everyone is a good candidate for coaching. For example, a supervisor may recognize that Jim, the VP of Marketing has an anger-management problem. Coaching can help, but Jim may not want to acknowledge and/or deal with the problem through coaching. I can usually tell in the first meeting or phone call if coaching is the best tool to use to help someone achieve their goals, whether those goals are developmental or remedial. If it seems like coaching is not the correct solution to the problem, I’ll let you know.
All coaching programs have clearly defined goals. What we cover in each session generally follows those goals. Ultimately, you decide what we will discuss in each meeting based on where you are in the coaching program, and anything that may have come up since the last meeting that is important for you to discuss.
At the end of each coaching meeting, I will ask you what you would like us to cover in the next meeting, and that typically includes something you are trying to implement or change that you may start doing before the next meeting. However, the choice of what to discuss is always yours.
That would depend on the goals we have discussed and anything you worked on since the prior meeting. Our coaching is going to be focused on things you are doing in your everyday work and life, so it can be helpful to keep notes about what you wish to discuss in our next meeting.
We also give each client a journal they can use to make notes during and in between sessions. That helps ensure notes related to our work are all in one spot, and it makes it easy to prepare for each meeting!
Clients are based all over the US and we’ve done quite a bit of work internationally, as well. Some coaching is done in person; quite a bit is done by phone and by video. I’ve coached people all over the country, some of whom I’ve never met in person. What’s important is the process of clarifying the goals you want to achieve, and deciding how to best accomplish those goals, not necessarily where we do that. If it’s possible for me to meet in person with a coaching client, I do that at my office and occasionally at theirs.
Clear goals are established at the start of every coaching program. Progress is assessed at every meeting. For programs paid by your company, a mid-point and post-coaching review are also conducted.
By frequently checking in with coaching clients on goals and expected outcomes, we are able to mutually confirm what is working as we move along.
We try to accommodate all requests for coaching. Along with our partner firms, we have a large network of coaching resources.
Coaching clients are able to go directly to our calendar and schedule appointments as they need them.
There’s no set length for a coaching session, although for convenience they are usually scheduled in advance for whatever the agreed upon duration is. Sometimes a quick coaching consult is needed, and this is handled by phone … you simply call me up and we discuss whatever the pressing situation is.
That depends on the goals you have. I can usually give you an idea at the end of our first conversation about how long I think we’d need to work together to accomplish your goals. It’s not uncommon for new goals to emerge during a coaching engagement, and when that happens people frequently extend the coaching assignment. In every case, I’m there to help you achieve your goals in as effective and efficient way as possible. The average coaching engagement lasts 3-6 months.
Both. We have individual coaching clients who pay directly for a program or individual meetings.
We also have corporate clients who pay us to coach one of their employees – usually someone in a leadership role.
Some coaching clients are senior executives who have their own individual development budget and they choose to use part of that for coaching. In that case, they are paying through the company for the coaching, but there is no one else involved in the process
After we discuss the nature of the problem, I can usually give you an estimate of how long it will take to provide some solutions to the situation. I work as quickly as I can; usually these issues are time-sensitive. Also, when needed, I consult with (or recommend that you consult with) other professionals (such as a labor attorney or an accountant) to gather additional input.
The field of coaching includes many different types of coaches who may have been trained but not formally licensed or certified and you should always check the credentials of anyone you are interested in engaging as a coach.
Dr. Weiman is a licensed Pennsylvania psychologist and certified Performance Coach through the Johnson & Johnson Human Performance Institute. He is also certified in hypnosis through the American Society for Clinical Hypnosis. He is a member of the American Psychological Association and the Pennsylvania Psychological Association. Since 2009, he has taught the “Coach” program to Siemens executives.
He has delivered many other workshops and seminars on coaching, including a continuing education program through the Philadelphia Society of Clinical Psychologists. Additionally, since 1999, he has served as an Adjunct Assistant Professor at Widener University, supervising doctoral students in their coaching training at the Oskin Leadership Institute.
Weiman Consulting is a leadership consulting firm that helps companies pre-screen and assess applicants for leadership roles, provides strategies for strengthening teams, helps companies identify and develop top talent, and provides workshops and seminars on a variety of topics such as success, communication, solving conflicts, persuasion, and more.
Talent Assessment is a method of screening, interviewing, and testing the candidates you have attracted to your company for an open position.
The most common uses of Talent Assessment are to assess candidates for open positions, to assess employees to identify high-potential employees, and to help assess employees being considered for a promotion.
When using an outside firm like ours, the company handles the overall process, and we perform a specific part of it. Usually, in pre-hire, development, and promotional assessments, we are introduced by the company as a consulting partner. We then prepare participants for the assessment process, guide them through that process, prepare and distribute the appropriate feedback reports, and provide feedback to participants and company leaders involved in the project.
As management psychologists, we use assessment tools designed for whatever the specific purpose is, and confirm that they meet all ethical guidelines around psychological testing.
In general, we use online questionnaires and interviews, depending on the project. We can also create “assessment centers” for clients.
Psychologists (unlike non-psychologist consultants who have no formal licensure) are required by our ethical code to use valid and reliable instruments for any work we do.
Other than questionnaires that gather basic information about a participant, we use well-researched tools backed up by appropriate psychometric research.
We encourage all of our clients to use the assessment data and feedback reports we provide as just one part of their overall hiring and leadership development decisions.
Yes. All of our pre-employment, development, and promotion assessments include feedback both to the participants and to the supervisors, HR, and other key stakeholders as needed.
In fact, we provide feedback to job candidates for any assessments we give them. This is always with the employer’s knowledge and permission. Candidates for jobs where they receive assessment feedback have a much more favorable view of the prospective employer than they do of companies who use assessments but provide no feedback at all.
Assessment tools used in pre-employment screening and development assessment must be shown as valid for whatever they purport to measure. Any test publisher should be able to provide documentation that the instrument being used was developed, designed, and shown to be relevant for the advertised purpose.
Not all assessments can be used for all purposes. For example, the Myers-Briggs Type Indicator is a popular development assessment, but the publisher will not validate its use as a pre-hire assessment tool, because it was not created for that purpose.
Most companies can benefit right away by ensuring they have a well-organized approach to staffing their company, succession planning, hiring, development, and other basic HR processes.
One mistake we consistently see companies make is deciding to immediately fill an open position just because it is open. We recommend, instead, that they do a review of all the functions of that job to ensure that there’s not some other way of doing those functions. In fact, there may be employees who would take on those functions if they were simply asked, especially if those functions would help them grow and develop in some way or are things they would enjoy doing.
With regard to improving your hiring practices, it’s best to be highly organized and make sure that the process represents the company well. If your screening and interview process seems disorganized or contains questions that don’t seem to relate to the job, candidates can be easily turned off to your company.
Doing things that are intentionally frustrating to the candidate or cause them anxiety in some way are strongly discouraged.
Having an outside firm like ours do an “audit” of your employee hiring process can be extremely valuable. We are typically able to identify changes a company can easily make that radically improve the hiring process.
That depends on the company and what they view as the key drivers of their success.
For example, if a company strongly values having entrepreneurial employees who are comfortable taking the lead on projects, are innovative, and interact well with other people, those key issues can be included in any type of talent assessment.
If there is a gap in talent at the company, for whatever reason, that may also drive the issues the talent assessment will help address. For example, a company with high turnover found out from exit interviews that many employees were complaining that managers were overly harsh and demanding without providing any support, training, or development opportunities. If the leaders at that company want to create a healthier culture, we would likely scope out what qualities the ideal manager should have based on the feedback. That profile could be used to assess current and future managers.
It is perfectly legal to use tests and questionnaires as part of your hiring, development, and promotion processes. What is not legal is to use anything that results in discriminating against those protected by the Americans with Disabilities Act and any other law. For that reason, we encourage our clients to review their pre-employment screening process with their own business attorney.
We conduct a needs assessment and prepare a profile of the ideal candidate.
We then review each candidate’s application materials, conduct an interview and use questionnaires to learn more about him or her.
We give you a feedback summary and talk through it with you. The report covers the goodness-of-fit between the candidate and the position’s requirements as well as your company culture. Training recommendations are also provided.
We generally get involved after and employer has done their own recruitment, initial screenings of applicant resumes, and at least one phone screening and/or in-person interview.
We recommend they do those first because the employer is in the best position to decide which candidates are an initial match based both on their relevant employment experience and how well they establish rapport with the interviewers.
After the employer establishes there is a good match, we begin our part of the process. At the end of any of our assessments, the hiring company gets a written summary of our findings and follow-up by phone as needed.
There are many valid and reliable assessments of personality. In fact, for law-enforcement positions and other roles where the public safety is involved, personality tests are a required part of the process.
In most of our pre-employment/talent assessment, we are looking at business-related work styles that have implications for how that candidate may perform in a given role.
Some applicants will try to appear in a highly favorable light, offer answers they think the interviewer is looking for, and exaggerate good qualities or tried to minimize negative ones.
Experienced interviewers will be able to pick up on deceptive techniques.
All kinds of firms use my services, from an entrepreneurial firm of just 3 staff to a consumer products company that has over six thousand employees. I’ve done pre-hire assessment work for for-profit and non-profit companies, professional firms and departments of the US government. What they all have in common is that they want some outside expert help in making sure they’re matching excellent people with the job they have to fill.
I think my specialty is in developing a process that helps you learn whether or not the person has the qualities needed to do the job. So I specialize in developing that process, as opposed to a specific field, like food service. This helps me bring an unbiased perspective to your company – I don’t have preconceived ideas about what kind of person might be best for the job. I go into each project with the goal of creating the best assessment process possible so that you can get the best person and have the most information possible when hiring them.
Search firms often do a very good job at finding candidates who are interested in your opening. But search firm staff often rely on their own instincts to decide who would be the best match for the job. There’s no extra step there to confirm that their instincts are correct, except whether or not the person stays in the job for a certain period of time. What I do differently is a formal personality assessment of the candidate to make sure that they possess the personality factors needed to do the job you want them to do. I use well-researched and widely used job related personality tools that go one giant step beyond what search firms do. I want you to be confident that there’s more than just personal opinion supporting the recommendation of a candidate. For that reason, many companies hire me to help them sort through the resumes and candidates they are getting from search firms. And often I work right along with the search firm to help identify top candidates for your open position.
I’ve worked with some excellent HR department heads and staffs. To be really good in that field, you have to have your hand in many areas, including hiring, policies, benefits, promotion, procedures, and more. I have the experience, training and qualifications as a psychologist to use the highest level pre-hire assessment tools available. And because I specialize in this area, I can help you more effectively than your own staff usually can. In fact, most of my clients have an HR department, but for a number of reasons they prefer to use an outside consultant for pre-hire assessment work. Aside from looking for someone with specific professional training and experience in this area, as an outside consultant I am unaffected by any internal relationships or prior history that may bias an HR department’s decision making.
I can do as little or as much as you want. Here are some areas where I typically provide assistance: I can help you develop a profile of the ideal candidate. I can help you write effective help wanted ads or job postings. I can review resumes as they come in and sort them into categories we’ll use to decide who to screen. I can conduct telephone screenings to decide who to interview in person. I can formally test and interview finalists that you have already interviewed and decided to move along in the process, and I can write a brief summary of the fit between the candidate and the position. I can also help you plan an effective orientation to make sure the person has the best chance for success in the new job.
We think of interview questions the same way surgeon might think of their tools: The questions we use are based on years of training and experience. We have become “calibrated” to what each question tends to elicit, and what follow-up questions tend to work best based on initial answers.
Although we don’t share the questions we ask, we are happy to review your own interview questions and methods and provide helpful feedback when requested.
It is essential for two reasons: 1. It focuses a company on the strengths and development needs of all employees at all levels, and 2. It provides a sense of structure and stability for the future.
Our most successful clients review and update their succession plans at least once a year as part of their performance review process.
All assessment projects, regardless of the purpose, have a project cost. That cost is based on a number of factors and is unique to each project.
There are a few different activities involved in assessments, and those vary based on what the client has requested. Our interviews, for example, take anywhere from 30 to 90 minutes, depending on the project requirements.
Most questionnaires we use take anywhere from 15 to 30 minutes each to complete. The number of questionnaires a participant would complete depends on the type of assessment.
Leadership development is about two things. First, it’s about proactively identifying the values and competencies that company leaders believe are important for success at that firm. Second, it’s about identifying which employees have the greatest potential to become leaders at that organization in alignment with those values and competencies.
A solid organization promotes those values and competencies in a variety of ways so that everyone is aware of what they are. It is important to “walk the talk,” so demonstrating those values and competencies through how leaders act every day is essential.
It is not necessary that people already excel at all of those competencies to become a leader – we help companies assess the strengths and development needs of future leaders so the company can provide targeted development opportunities, programs, and challenging work to get people from one level to another.
We have done everything from helping companies clarify and communicate about values to helping global companies with their leadership development planning and implementation.
All healthy workplaces have leadership development programs, services, and support in one form or another. The most successful organizations have leadership development as part of their “DNA.”
If your organization does not have any leadership development initiatives at all, we can help you get started.
Often, a negative event or pattern of negative events can alert company leaders that they may not be doing enough leadership development. Examples of those negative events are: high turnover in one or more roles; teams and individuals consistently missing goals and targets; conflict/infighting; highly-regarded employees leaving the organization and going to similar companies; frequent customer complaints, and more.
Yes. In fact, for every client, even the seminars listed on my website are customized based on the needs of the staff. I use a pre-event questionnaire to gather information about your needs and the expectations of seminar participants to confirm that every program supports your goals.
“Training” is about transferring knowledge about a topic from the trainer (who has some expertise to share) with the group of people who do not yet have that knowledge. It is often technical, such as how to use a piece of software or how to follow a company policy or procedure. For example, a company may hold a training for all managers on how to use their performance management software, or how to conduct a performance review according to company policy.
A leadership development program, on the other hand, is about introducing a competency -related topic and then facilitating discussions among participants that helps them gain knowledge, insights about themselves and others, and ideas for implementing competency-related ideas.
For example, a leadership development program on conflict may start with a brief explanation of a model on how to recognize and resolve conflict in an organization. However, that would be relatively brief, as the rest of the program should facilitate participant discussions about their own conflict approach, the success or failure of that approach in the past, and how they might apply the new approach in their current roles. There may also be experiential exercises to give participants an experience with conflict they can reflect on and reflect on/discuss at a later point in the program.
In a training, most of the time may be spent with the facilitator explaining concepts and techniques. In a leadership development program, the facilitator spends a minimal amount of time on concepts and most of the time is spent with participants actively engaged in exercises and discussions.
Most of our program clients are leaders, meaning they manage other people, or they manage the people who manage other people. They are often the top level of leaders in an organization, or the level below that.
We do programs for Boards of Directors, as well.
Sometimes we are working with the functional team of people who all work together. Other times, a company may offer our seminars as a leadership topic, and any leader interested in that topic can attend.
Program participants can include individual contributors if they have a significant leadership role, even if they do not manage other people.
We do seminars on diversity, conflict-resolution, emotional intelligence, the Myers-Briggs Type Indicator, having difficult conversations, change management, persuasion, psychology of success, goal-setting, resilience, stress management, coaching, hiring, promotion, time management, motivation, persuasion, delegation, creative thinking, problem-solving, decision-making, and other topics.
The first thing we typically do is help companies clarify their purpose, values, and goals over the next three years. With those in mind, we next help them identify the competencies that are most critical for success for their leaders.
If purpose, values, and goals are already clear and mutually agreed upon among the company’s leaders, we then survey people throughout the organization to identify strengths and any areas in need of development. With that information in hand, we can help organizational leaders identify their priorities for leadership development.
Another starting point for leadership development is 360-degree assessment for each key leader. That feedback can be extremely valuable for deciding how to focus the development of each leader.
You can arrange to hold the seminar at any location you’d like, or my staff can handle that for you. Contact me for more information about how you can hold an offsite meeting or seminar.
After learning the company’s needs, we put together a Statement of Work that covers our understanding of the background, problems, and the client’s goals. We then provide a cost/investment for that project. If there are options we can offer, we do. For example, when we are conducting a 360-degree assessment program, the cost can vary depending on whether we use an online tool only, an online tool in combination with individual interviews, or individual interviews only.
I believe very strongly in solid preparation and follow up for each seminar, workshop or training. I meet with participants in advance to orient them to the program and hand out pre-program materials. After the event, participants evaluate the program. You get a report of the evaluation data, verbatim responses, a summary and recommendations for how to optimize the seminar outcomes. If there are needs that can be addressed with additional consulting, I make you aware of those and how they can be handled.