Executive coaching is not a regulated profession. Anyone can hang out a shingle and call themself an executive coach. To succeed, however, an executive coach should have counseling experience, the ability to “connect” with senior executives, and the management expertise to coach for results. Only a broad combination of knowledge, training, experience and empathy will help senior executives feel comfortable discussing their personal feelings, challenges and aspirations.
Michael Stern understands the management and performance challenges facing today’s organizations and the needs of their individual executives. Michael has been a coach and confidant for senior executives and business leaders from a wide variety of business sectors. He knows how to listen and what to listen for. Michael has helped hundreds of executives clarify their goals, sharpen their leadership skills and achieve personal and business breakthroughs. And of course his commitment to client confidentiality is absolute.
Bottom Line: As a long-time executive search consultant with a professional background in counseling and psychology, Michael Stern is uniquely suited to help your organization use coaching to develop executive talent and improve management performance overall.s
For the past 25 years, Michael has worked closely with senior executives and the Boards/CEOs to whom they report - first as an executive search consultant, then as an executive coach. He has been instrumental in helping many of North America’s top companies identify, grow and evaluate senior talent. Michael has also been a catalyst in assisting hundreds of executives to master new challenges and become better leaders.
Executive coaching comes naturally to Michael. After earning an M.A.Sc. in Counseling Psychology from the University of Waterloo, he worked as a Counselor at Conestoga College and a Psychologist at the Brantford General Hospital. Michael then became a Senior Consultant for the Centre for Addiction and Mental Health (formerly the Addiction Research Foundation), where he managed clinical services in Central Ontario. Michael was also Co-Chairman of a joint CAMH/Police Department steering committee, which developed the pilot project that became Ontario’s R.I.D.E. (“Reduce Impaired Driving Everywhere”) Program.
Since 1989, Michael’s articles on leadership have run regularly in numerous business publications. For six years, he wrote a monthly column - first for the Globe & Mail, then for the Toronto Star. From 2002 to the end of 2008, Michael wrote a biweekly column titled “Corner Office” for The National Post. For the past 20 years, he has also been a regular contributor to Canadian Business magazine.
Michael is frequently interviewed and widely quoted by the media on corporate North America’s leadership needs; executive development; employee recruitment, engagement and retention; employment trends and career planning.