My experience with a Coach: An inflection point that changed how I led
Barbara Halverson, Principle, Beacon Road
At age 33, I was asked to step into the CHRO role for a struggling, publicly traded subsidiary of the company where I was working. It was a significant leap in responsibility. I accepted with equal parts
“yes!” and “Am I ready?”.
The mandate was clear: turnaround. Half of the executive team was newly appointed, including me. The other half had deep tenure with the organization. Pressure was high, performance was lagging, and expectations were unambiguous.
I approached the role the only way I knew how at the time—assertively. I moved quickly. I drove change. I focused relentlessly on what needed fixing to restore the bottom line. I believed urgency demanded action.
Nine months in, it became clear something wasn’t working. An “us versus them” dynamic had taken hold within the executive team. Long-tenured leaders felt steamrolled. New executives felt the intense pressure to deliver immediate results. Alignment was fragile.
The CEO agreed to an intervention: each of us would complete a 360 assessment and work individually with an executive coach.
My 360 feedback was blunt.
Smart. Well-intentioned. Breaking Glass.
Some of the comments stung. They reflected a personal brand—ambitious, but naïve—that I did not want to own. My initial reaction began with a familiar defense: “But…”
My coach interrupted that reflex.
Instead, she asked:
• Why do you think they experience you this way?
• Can you see the situation from their perspective?
• Are you willing to change?
Those questions marked the beginning of a profound shift.
In a trusted, non-judgmental space, she challenged my ego while honoring my potential. Over six months, I began to examine not just what I was doing—but how I was doing it.
I listened more.
I asked, “What do you think we should do?” far more often.
I made time to understand the histories, motivations, and pressures my peers were carrying.
We were still under intense performance expectations. But I learned something critical:
It wasn’t about moving slower.
It was about being more intentional so we could ultimately move faster—together.
I remained in that role for seven years. When the holding company acquired the minority shares, our results spoke for themselves. We had not only restored financial performance—we more than doubled shareholder value.
And we did it as a team.
If I had not had a coach willing to challenge me—and if I had not been willing to hear difficult truths—I am confident my trajectory would have been very different.
Growth does not come from a “nice” coach. It comes from a coach who challenges you with respect and empathy, because they care enough to hold you accountable to your potential.
Dr. Vicky Gordon remains in my life today. She continues to challenge me with her warm, direct Southern style. I am forever grateful.