Client's Objective: Bob had taken over running the firm his parents had created after they came to this country. Early in Bob's leadership, he recognized changes in his industry that called for a major shift in direction. Two years after making the big changes, the firm was still struggling and Bob heard of Jim. He didn't really know how a coach might help him, but he knew he needed some help.

Result: After three years of mostly red ink, Bob's firm has posted several months of profit. Bob is clear about where he's going and that he will get there. He's still working on the how.

Process: There were a couple of key coaching conversations.The first was when Jim helped Bob clarify his personal financial goals. Then, on his own, Bob realized his firm probably could not get him to those goals, and he faced the likelihood that he'd need to either close it down or sell it, and move on. The third came soon after that when Jim pressed Bob with some questions about what Bob might do to turn things around. Those questions really ticked Bob off.

The weirdest thing happened: while Bob faced the reality that he'd probably have to close his doors, he also realized he had the capacity to lead his company forward.

Client's Objective: Ron was buried under all the paper and details. He had no idea if the things that mattered were getting done. He complained to his friends, one suggested he call Jim Earley...

Result: It took a couple of conversations about ADD (attention deficit disorder) and how frequently that shows up in entrepreneurs for Ron to see the light. He hired an executive assistant, got his desk cleared, and became a new man.

Over the years, he's developed and streamlined company policies and processes. He's working less and is enjoying it more. Over the last 18 months, Ron has hired some senior people and stepped away from running daily operations. He's working on a deal now that could insure his personal financial future.

Process: There were many important conversations, but the most important one came when Jim and Ron realized that, at his core, at his best, he's a deal maker and idea guy. The burden of being a manager was one he wasn't well suited for. As he spends more time operating from his natural strengths, everybody wins.

Client's Objective: Todd was a nice guy. His company was in trouble, but he hated letting people go and he had a hard time confronting non-performers. He may have been a good judge of talent, but he didn't hire much of it.

Result: It looks like Todd's company is on the mend. His senior management staff is the best he's ever had, and the culture is starting to reflect a genuine commitment to producing results.

Process: Step one was to convince Todd that the nicest thing he could do was make sure the company survived. Even if that meant letting some people go.

Step two was to convince Todd that another nice thing he could do was be willing to be honest with his people about their performance. You don't help anyone by letting them kid themselves about that.

Step three was a process: the process of Todd really becoming a leader. That took a while, but it sure looks good on him!

Client's Objective: The firm consisted of five professionals working hard in a regulated industry and not making much money. Their objective was to somehow, someway be more financially successful.

Result: They produced what looked like a miracle: They found a way to leverage themselves in a way that, with a little extra effort brought much greater rewards.

Process: The key moment came during a meeting where Jim realized there were no traditional avenues for this group to achieve their goal. "You've got to invent something" was essentially what Jim said. They did. What they did wasn't so much an invention, but they did discover a way to deliver their core service in a highly leveraged manner.

As in many coaching situations, the coach did not provide the specific idea. In this case, Jim merely clarified the truth: You've got to invent something.

Client's Objective: Rev. Otto was in a bad situation. A very politicized congregation with a history of wrecking pastors. Otto was on the ropes, close to giving up, but was willing to take a friend's suggestion to call Jim.

Result: Rev. Otto is beloved by most of his members and his church is politically much more integrated and working cooperatively. Otto is amazed he can be this happy without having moved.

Process: Jim's persistent, nagging coaching questions were simple: Do you believe God put you in the right place and will provide you the resources to do His work; in other words, do you have faith in Him?

Client's Objective: Andrew's design firm had won the city's contract just before a change in city leadership. The new team was not committed to Andrew's firm and the project was dying a slow death. Andrew needed a miracle to turn things around.

Result: The city council approved additional funds, agreed to let Andrew's firm go ahead with the designs as approved, and all working relationships improved.

Process: The key step in this coaching process was pointing out that the project was doomed the way it was going and that Andrew had to step up to the plate before it was too late. Most importantly, he had to be willing to quit the project if it couldn't work for his firm. As is often the case, once a person faces the possibility of losing they also find the will and capacity to win.

Client's Objective: Laura is the VP of HR in a division of a Fortune 500 firm. Her parent company prides itself on controlling expenses, so Laura has a lean staff. In some cases, her staff isn't a good choice to provided needed coaching for fast-track executives or managers in trouble. She calls Jim.

Result: Over the years, Laura has called Jim several times when she's got a situation that needs a special resource. One phone call; one meeting; and she's on to the next issue while Jim steps in.

Process: Jim works confidentially with the end client. Laura has opportunities for input, knows if the project is successful, but is OK not getting the details.

Client's Objective: Annette has her dream job. She's the senior OD person in a significant firm that does important work. She's been given the multi-year project of shifting the culture in ways that will insure her firm's continued success. She feels confident, excited, and over-whelmed at the same time. She was looking for an insurance policy and called Jim.

Result: This is another work in process. Annette is moving forward, but sometimes feels she's over her head.

Process: What's been called "laser coaching" is the rule of the day with Annette. She rarely has a specific agenda for her coaching meetings; instead she arrives with her head spinning. Jim listends through her "core dump," picks out what seems important, and asks the clarifying questions that help Annette reorganize her thinking, relax a bit, and continue moving forward.

Client's Objective: Terry is the employee relations expert in her HR department in the position that looks like the end of the line for Terry with this employer. She has seen and heard a lot over the years, and has developed quite a skill set in dealing with difficult people and complex issues. From time-to-time, however, she is stumped and calls Jim...

Result: Terry has developed as a leader, been given special project opportunities and been promoted to that #2 spot. What's more, however, she's now recognized as her boss's heir apparent.

Process: Terry and Jim meet several times a year for a couple of years. Theirs were "coach the coach" sessions. Terry valued the good ideas from Jim; but more important was that Jim always seemed to be able to see the particular situation from the standpoint of what Terry needed to do to develop as a leader.

Client's Objective: Cindy had had her own practice for years. She hired Jim because she didn't feel she was going anywhere, didn't feel things were as much fun as they used to be, and didn't know what to do.

Result: This project is still in process: Cindy has taken a couple of actions that feel big and have given her a sense of action, perhaps even a little momentum. First, she's working on her first book. Second, she's moved her firm into a much better location that feels very new and fresh, plus it's less expensive!

Process: The big step to date is realizing that the things in life that used to keep her energized have, one-by-one, disappeared. Cindy has realized that she's like a car that had a slow gas leak, so slow that it wasn't noticed, and she now finds herself in the middle of nowhere and almost out of gas. Next for her is to add back those people and activities that have her feel alive.

Client's Objective: Joe was a soloist for years and the leader in his field. Although he was successful and happy, he realized that he had learned to provide his particular service better then just about anyone else around. Maybe he owed it to the world and himself to somehow leverage that knowledge?

Result: Joe has created an organization to expand the number of people he can serve while also training others to do things his way, which seems to be better than anyone else's way. Also a work in progress, Joe's new company has had its ups and downs and has not yet clearly broken through.

Process: Joe has worked with Jim for several years. Although there may have been some major steps along the way, more important has been the steady sounding board where Joe can express his frustrations without damaging his relationships with key employees. At heart, Joe is still a soloist, but now he has people reporting to him. When he can, Joe will probably ease himself out of the lead role and let others manage the firm. In the meantime, the coaching is about finding ways Joe the loner can be Joe the leader.

Client's Objective: Denise has been a soloist for many years and has no plans to change that. Initially, she hired Jim because she was frustrated in her efforts to grow her business.

Result: After a couple years of steady growth, Denise doubled her business. As the economy began to dip in 2001, so did her business. But she recovered fully in 2002, and is doing better than ever in 2003.

Process: Denise, like other soloists, enjoys the freedom, but really flourishes with ocassional support. She also appreciates having a place where she can complain, but where the conversation always returns to what's working and what she really wants.

The sudden business growth came because Jim asked Denise what her goals were, Denise set them, and then she steadily made things happen that resulted in success.

Client's Objective: Rudy was approaching retirement, but his business had tanked, and he couldn't afford to retire. What to do? The challenge was to replace a $80,000 annual in income within 6 months. Rudy figured he'd need to come up with a new business idea.

Result: Pretty much right at the 6-month mark, Rudy accepted a vice presidency in a major corporation for well over six figures.

Process: There were two key steps in Rudy's process. One was to open his mind to where his next career move might come. The second was to be more positive and optimistic. After making the kind of networking call Rudy would not have made if he were strictly focused on starting a new business, he got the lead that turned into a revitalized career.

Client's Objective: Betty had been in the corporate world for years and was quite successful. After adding her third child, however, she didn't feel right working corporate hours while her kids grew up without her. Also, her very responsible corporate position didn't provide much creative outlet. Maybe it was time to start her own firm?

Result: Betty's solo efforts were successful from (almost) the start. She's made her earnings goal every year, and takes most of her summers off to be an at-home mom.

Process: There were three keys to Betty's coaching. First, she reveled in working with someone with complete confidence in her; especially during three particularly tough stretches. Second,having a place to clarify her objectives served her especially well. Her energy was always going in the right directions. Finally, it helped to work with someone creative enough to help her brain storm ideas when that's what she needed.

Client's Objective: Tracy held a senior executive position within her firm. Her hours were OK, and the money was great. But there were two problems. First, her relationship with her boss, Hiliary, was a source of daily tension. The kind that's there when you wake up in the morning.

Second, she wanted, had always wanted, to get her PhD and teach. The problem with that was that it was totally impractical.

Result: Tracy switched jobs a few of years ago and got into a consulting role where she was essentially a teacher. Several months ago, she completed her course work for her PhD. I think she's done her exam and is just finishing up her discertation.

Process: The key to coaching Tracy was clarifying what she really wanted in life, encouraging her to spend more time doing the things she wanted, and letting nature take its course. The first big step was when she decided to start graduate school, after that, again nature just took its course.

Client's Objective: Dick was referred to Jim because the friction with his staff had gotten so great that he was in danger of losing his job. His company did not want to lose someone with Dick's potential, but couldn't tolerate the bad feelings in his area.

Result: A buffer supervisor was put in place to give Dick some breathing room and a chance to repair the damaged bridges. Over time, he learned to take a softer approach with some people, and a more direct approach with others.

Along the way, Dick's boss retired due to health issues, creating a surprise void. Initially, because Dick didn't think he had a chance in a million of becomming the new director, but after a successful interim experience in the position, he got the promotion.

Process: The first step was for Dick to learn to moderate his drive and intensity; particularly in meetings with subordinates. Second, he needed to learn that people who are not as driven as he is are not necessarily lazy.

Interestingly, the key to the promotion was just the suggestion to go for it. Dick hadn't indicated any interest in it until Jim suggested he step forward. Jim acknowledged it as a long shot, but persisted in asking Dick what he had to lose in admitting his interst.

Client's Objective: Linda was one of the company's hardest working, brightest managers. And she was nice. So nice that one of her peers did everything but steal her lunch money. Politically, she was getting eaten alive, by a guy named Larry.

Result: Larry doesn't know what's happened. Linda is still very cordial and cooperative, but somehow she's not as useful to him anymore. Linda, meanwhile, can recognize his games now as they unfold. She's got renewed confidence in working with him, yet she's working with him less then ever. She's sleeping well and enjoying her work more then she has for years.

Process: Linda needed to learn to pay more attention to what people like Larry do then what they say. His words had always made him seem like an ally, but his actions felt disloyal. She also needed to learn that she didn't need to be as nice as she could be to everyone all the time, and to watch out for herself more.