Kimberlee Washington Barr, PricewaterhouseCoopers Director, Minority Retention and Advancement, was initially skeptical when her boss presented her team with an opportunity to consult with IWL's Rayona Sharpnack and others. She was also initially resistant to working with IWL coach, Loretta Love Huff. "I wasn't the only one on the team who felt that we 'didn't have time' for this engagement; some of us just initially approached this opportunity with a 'let's just get it over with as quickly as possible' attitude."

"The first time I spoke with Loretta, I felt at ease. She exudes calmness, acceptance and respect. I embraced the engagement because of that initial feeling of safety and trust. Of course, I was still a little skeptical at first and didn't trust her 100% immediately but over time I have come to feel that Loretta is my trusted advisor; now I feel she's an important member of my personal board of advisors. Now I consider my time with her to be extremely valuable and a priority. It's MY time and it's sacred."

Initially, Kimberlee explored her 'hot buttons' and 'blind spots' that came to light in the assessment phase. "I'd never understood those parts of myself in that way before. It really resonated with me and I've become more aware of them. Over time I've been able to change my behavior when I feel those parts of me becoming active in conversations with coworkers and also in my personal life," she shared. "The way I communicate, what I say, or don't say, all help form my context and how I interact with others."

Loretta explained the coaching relationship and helped Kimberlee explore both her own and the team's goals. "It was important in my coaching role," said, Loretta, "that the team knew that what was shared in coaching sessions was 100% confidential. Kim's boss also understood that I would not be sharing what was revealed in the coaching sessions, with her. Once the team believed that, Kimberlee and others could really open up."

Kimberlee's willingness to explore her own role in situations is one of the things Loretta finds useful in coaching relationships. "Kim is self-reflective and looks within when things don't go smoothly, to see how she's contributed to the friction," shared Loretta. "That is something I deeply appreciate and find useful in the coaching clients."

"One challenge of my role on a virtual team that does the work of culture change is being able to communicate effectively with team members in order to move forward on an initiative and form trusting and collaborative relationships. I had to work on my communication. I just KNEW I was right. I was either that way or silent and not sharing because I felt uncomfortable presenting an idea in a way that could be received, said, Kimberlee. "I had been successful with that style over 19 years in the business world."

Kimberlee now 'hears Loretta's voice' in the moment she's communicating with others. "I listen more carefully now and collaborate in ways I never would have previously. I'm working now on a strategy document for a new program we want to launch. Now, out of my comfort zone, I've waited for input and I've actually been open to the input. Previously, I may not have gotten others' input. Now I am more collaborative and when the input has come and I don't agree with it, I still include it in the proposal."

Loretta observes, "One of the things that makes Kimberlee successful is that she is authentic and introspective. I attribute it more to who she is rather than just the safety of our relationship. She's thoughtful and open to other possibilities. When she's looking from one point of view and if she has difficulty getting another viewpoint, she takes input and feedback. One of the things that is most valuable to the coaching relationship is the willingness to be open and to show your tender side; that's where the most growth can be had."

In her role, Kimberlee recommends that people have a board of advisors or directors; a mentor, and a coach. "I do have partners in the firm I consider mentors who are part of Team Kim. Loretta, as an external advisor, is an important part of the team. We recommend that to PwC employees all the time. Advisors should not just be people within your organization. You need diverse input to be a leader. I caution people to not get caught up in the term 'coach;' be open and not hung up on terminology about what the interaction or relationship will be. Don't get caught up in thinking 'I need to be fixed.' Don't go there."

"Sometimes people don't have a clear idea about how coaching works," Loretta said. "There's really a methodology to it. The first thing is to get clear on career or life goals and then to assess or figure out where a person is in terms of those goals. Then we set up the action plan. The coaching sessions provide the accountability piece of it. When people try to work on something all by themselves, it's easier to let the accountability for attaining the goals fall off the plate. Regular coaching sessions help people stay on track."

"Coaching is a commitment to me. Sometimes I hope that Loretta doesn't remember some of things that I said I committed to," laughed Kim. "But, it helps me stay on track!"

About Loretta Love Huff

A seasoned corporate executive , Loretta has over 25 years of experience in human resources, information systems, commercial lending, and market research.

Loretta holds a B.S. in Psychology from Howard University and an M.B.A. in Finance from the University of Chicago . She received her coaching certification from New Ventures West, has attended numerous programs through Landmark Education, and is a member of both the Society of Human Resource Management (SHRM) and the American Society of Training and Development (ASTD).

At the Institute for Women's Leadership, Loretta's commitment is to help all individuals and organizations express their highest destiny and fulfill their visions by 2030. She keeps her sanity by meditating daily.

Loretta asks us to consider: "One does not discover new lands without consenting to lose sight of the shore for a very long time." André Gide, The Counterfeiters, 1926 Email

Volume 6, Issue 4 – October 2005