Our agile responsiveness and flexible approach to executive coaching consulting enables us to service a wide range of clients. Recent leadership development case studies include:

  • A major law firm seeking to fast-track its high-potential lawyers to equity partnership
  • An entrepreneur seeking a thought partner to help him launch successfully
  • An insurance company building a more high-performing Board of Directors
  • A research institute retaining a speaker for a high-profile public-relations event
  • A small manufacturer whose owners were in conflict over strategic direction
  • A senior executive seeking to accelerate her successful integration into a new role
  • A non-profit arts organization who wanted to be sure they were hiring the best candidates for senior roles



What do you want out of life? A Lesson from Olivia de Havilland

Olivia de Havilland just passed away at the age of 104. The tribute to this great movie star in the Chicago Tribune (July 28, 2020) praised her “talent, ambition, and luminosity,” which pretty much says it all. As Melanie Wilkes in Gone with the Wind, as Maid Marian in The Adventures of Robin Hood, and…

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What to do when you get laid off: First mourn, then organize

Twice in my career, I’ve had to answer the question of what to do when you get laid off. In 1980, the psychiatric hospital where I worked half-time eliminated all the part-time jobs. I was laid off. I had just had my first child and we had just bought our first house. It was awful.…

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Driving Cultural Change to Drive Business Results

Situation: A global retailer was facing increased competition and was fighting to maintain and grow its market share.  The senior team realized they needed to fundamentally restructure the relationship between the corporate leadership and the store personnel.  Their goal was to empower the people who were closest to the customers, so that their change initiatives…

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Developing Interpersonal Finesse

Situation: Dan (not his real name), an Executive Vice President in a professional services firm, was under consideration for promotion to President of the company. As a leader of one of the firm’s largest territories, he had been highly successful in increasing revenues and growing his team. He had a reputation as a tough, aggressive,…

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Developing High Potential Leaders

Situation: The senior leaders of a major financial services institution wanted to ensure that the next generation of leaders was adequately prepared to step into senior leadership roles.  They knew that it is usually more economical and effective for companies to grow their internal talent rather than compete for top talent from the external market.…

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A Faltering Executive

Situation: An executive in a financial services organization was experiencing conflict with her peers, who saw her as arrogant and domineering. They perceived her as over-stepping her authority and felt she was willing to step on others to further her own career. They experienced her interpersonal style as rude, abrasive, and condescending. Others felt she…

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Executive Presence

Situation: A talented young director in a large, global packaged goods company had been selected to participate in the company’s high-potential leadership development program. The first step in the program was an initial assessment with a consultant from Gail Golden Consulting. In the interview, it was clear that the director exhibited many leadership strengths, including…

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Improving the Relationship between the CEO and the Board in a Non-Profit Company

Situation: The Board of Directors of a large, national non-profit organization was dissatisfied with the performance of the CEO. Two years earlier, the Board had determined that the rapid growth of the organization required a CEO who could demonstrate a new skill set that was beyond the capabilities of the then CEO. They elevated their…

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Increasing Leadership Effectiveness in a Regional Office

Situation: A regional office of a national financial services company was experiencing a leadership crisis. The productivity and the profitability of the office were not meeting goal. Complaints about the two leaders’ interpersonal style and the office culture had reached the level that the CEO and the VP of HR were concerned about legal exposure.…

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Screening for Super Sales Professionals

Situation: A large mid-market retail company was initiating a new program to sell luxury products and services to high-end customers.  In order to rapidly ramp up their program, they needed to hire a large cadre of highly motived sales people with a history of success in relationship-based selling to high-end customers – a different kind…

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Clarifying Leadership Roles in a High-Growth Tech Company

Situation: J Group was a rapidly growing web development and digital consulting firm.  As their success grew and their staff expanded to fifty employees, the leadership team had brought in new people into new roles.  In addition, the roles of some of the long-term leaders had evolved.  This had created some confusion for both new…

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Strategic Planning with a Small Tech Company

Situation: E Group was a fast-growing company which anticipated continued increasing demand for its product.  Sales had increased by 400% in 2011 and the company’s full production for 2012 was already sold out by September.  However, in past years the market had been very volatile, which made predicting the future difficult and uncertain.  The owners…

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Selecting a New CMO

Situation: An international consumer goods company was selecting a new Chief Marketing Officer.  Their search process had identified a number of highly qualified candidates.  The CEO and other senior executives met with the candidates and selected one who seemed to them to be an excellent fit.  They were pleased to have found this leader and…

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