Powerful Coaching. Powerful Results.
It’s about figuring out whether or not your current job is the right job, and if so, how you can increase your effectiveness, pump up your performance, and really knock it out of the park right where you are.
Or it may be about figuring out if another place can better make better use of your skills, strengths, talents, and values. When you center in those things—when you create a vision for a compelling future—you have happy and fulfilling work.
Are you happy with your work? Do you find it fulfilling? Do you have a vision for your future that excites you? If not, and that’s what you’re looking for, Michele can help.

Currently, I’m on contract to provide coaching to executives within large corporations, associations and non-profits. I’ve also coached U.S. Federal Government executives.
What do we work on?
Effective communication. Professional development. Change management. Leadership. Strategy planning. Crisis management.
If your organization needs people to work together more efficiently, to be more
productive, to solve crisis quickly and easily… if you have a great team that could be
better: contact me and I’ll work with you to create a coaching solution.

A special program for folks who—
For $66/month, club members get insightful emails every week, opportunities for brief private
coaching conversations twice a month, and, if they need a full hour of coaching, a fierce discount
on her usual coaching rate.
January 22, 2012 By Michele Woodward Leave a Comment
I know your life’s purpose. In fact I know the purpose of every human on this planet, because I believe we all share the same one.
Your life’s purpose is to be a force for good in the world. That’s it. That’s all.
And you get meaning from the way you choose to create good.
So, a nurse is doing good by healing patients. She finds meaning by making sure they get the right medications at right time, making sure they have what they need and are comfortable.
An investment broker who approaches her work with the idea that she’s going to help her clients plan for a successful retirement can find meaning in creating the right portfolio, the right risk mix. She might even find meaning in teaching people how to finally relate better to their money, so they can reach their goals.
A guy working in a bowling alley can feel an enormous sense of purpose in running a clean, well-functioning set of lanes that allow people to exercise, socialize and be part of a community. So even re-setting the pins can be deeply meaningful, if it allows all of that good stuff to continue.
See?
Purpose: To do good.
Meaning: How you choose to do good.
Now, there are three things that can interfere with meaning and purpose. First, is fear. If you have the idea in your head that the only way to stay safe is to be really, really, really rich, and believe that there is no money in “doing good”, you are going to serve the fear and take the highest paying job possible, regardless. You might work in a large investment house where you make multiple on-paper deals which generate on-paper profits that merely get shared among the partners. In this case, you are only working to allay the fear, rather than to do good – catch that? – and life can feel very shallow and unfulfilled.
But a solution exists. You shift to doing good while in a similar job – maybe handle investments for a state’s retirement program, maybe commit some earnings to support a charity, maybe mentor some kid who could use a break. But you have to move out of fear and into doing good to get that deep sense of purpose and meaning which are missing.
The second thing that hampers your move toward purpose is The Killer “Should”. As in, “I should be a doctor/lawyer/Indian chief because that’s what my parents are/want for me/expect.” The problem is that if you are only doing whatever you’re doing to please others, it’s likely that doesn’t feel good – right at your core. Enter nasty habits like passive aggressiveness, self-sabotage and feeling like a fraud.
Again, the only way to turn this situation around is to look at where you can best be a force for good in the world. Where do you need to be to do good? Then do it. Whatever it takes.
And the Great Wall of China standing between you and your purpose might be your ego. Your ego may be sweet talking you that the purpose of life is to be admired, loved, maybe even put on a pedestal. You know you are put on this earth to do something great. Really great. But doing good is really secondary to your true mission – being loved and admired. Which is why the sometime hard work of doing good feels so empty. You don’t necessarily feel the love when you’re reviewing spreadsheets all by yourself, do you?
The key is to simply shift. Put doing good first, and then you may find that your ego gets everything it needs from the result of all you create.
Time after time, I see people suffering from working in a place that doesn’t work for them. They feel burned out, and unsure. It’s like the air’s been knocked out by a sucker punch and they don’t know how to get back on their feet.
The quickest way, the most fulfilling way, the happiest way, is to start asking yourself: “Did I do good today?” And knowing that you’ll be asking that question, tackle things that will allow you to say, “Yes. Yes, I did.”
And if you work in a place where it’s impossible to do any good at all, whatsoever, get yourself to a new place where you can. Don’t wait.
You can thank me later. When you happily find that you are living your purpose every day with a deep sense of meaning.

Like this article? Check out these related articles:
Michele is a career strategist who works with people who want to be more effective in their work, find new work, or re-enter the workforce. She lives outside Washington, DC with her two teenagers, two puppies and an optimistic outlook.
Jeff’s organization is in constant go-go motion. It’s fast-paced, it’s hectic, it’s results-oriented. As CEO, Jeff worried that the constant reaction to crisis prevented good communication and development of long-term strategy. At times, his leadership team worked at cross purposes because the right hand didn’t know what the left hand was doing.
Michele says: “We started by carving time out of Jeff’s schedule to work on his own vision for the organization, and focus on what was working as well as what wasn’t working. From there, he could set goals, expectations and intentions. Clarifying his goals allowed Jeff to be in a better position to relay them to his team, and let them spread the vision throughout the organization. We also instituted a regular senior staff strategy process which helped smooth out the chaos and prevent problems.”
Outcome: The organization has been able to grow by 25% with a drop in team burnout/turnover and a significant increase in effectiveness.
Anne had worked for the same organization for nine years and had been promoted steadily until she was in senior management. However, she wasn’t happy. Her social life was non-existent and she no longer wanted to live in the city housing corporate headquarters. She wanted to move closer to her aging parents and extended family. But she loved her work, and didn’t want to lose her expertise and seniority. She was stuck.
Michele says: “In coaching, we explored Anne’s strengths, values, passions and goals. Anne came to the realization that she had the influence within her organization to ask for what she wanted – so she did. She prepared a business case to move to her dream city and continue to work for the company, and presented it to her boss. Within 24 hours, her proposal was accepted!”
Outcome: Anne now lives in her favorite city and continues to excel within her organization.
Jen was hired in a management role in a major international non-profit. For the first time, she had to manage people and budgets and workflow. Plus, in her early 30s, she had to fit into a heterogeneous organization with people who had worked together for a long time.
Michele says: “Jen had to learn how to lead with authority and speak with clarity. I coached her to observe the dynamics of the office so she could determine where the real power lay in terms of alliances and relationships, and then cultivate her own connections internally and externally.”
Outcome: She navigated the office politics brilliantly, transformed herself into a recognized leader and has been promoted twice.
Sandra had a particularly difficult challenge. She was brought in to manage a team that had been leaderless for over a year. The team was also all-male, and had difficulty adapting to a) having a woman for a boss, and b) having any boss at all. Sandra was frustrated that her directions were not followed, her plans were not executed and her management was not accepted.
Michele says: “Sandra needed to learn how to be direct, and give feedback her team would listen to and respect. She needed to be clear about her expectations and clear about consequences for non-performance. I counseled her to make one ally among her team – an ally that could serve as a bridge with the rest of the team, and build alliances for her.”
Outcome: Sandra did fire several of the team members who would not accept her leadership, which gave her the chance to fill the positions with her own selected people. Today, she has a solid, high-performing team who consistently exceed expectations.

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