Svetlana Kokareva

• Executive coach, facilitator, supervisor, expert in the field of Vertical Leadership Development
• LDF-authorised consultant (Harthill Leadership Development Profile)
• Working in consulting since 2007
• Over 12 years of experience in managing the legal department of a large scientific and manufacturing company

• Individual coaching for top executives, senior managers, and middle managers
• Debriefing of LDP (Leadership Development Program) assessment results and coaching support
• Training and facilitation processes
• Supervision for heads of departments
• Supervision for coaches
• Mentoring for coaches

• General and executive directors, deputy directors of large and medium-sized companies, including those in production
• Leaders of commercial departments, procurement and sales departments
• Heads of HR and training and development departments

• Adaptation to a new position (developing management competencies, expanding the scope of influence and responsibility)
• Improving effectiveness of horizontal and vertical collaboration
• Overcoming and preventing burnout, providing support to teams in this regard
• Developing and implementing non-directive management, transitioning the team to self-organization

• Communication — building relationships, interaction both within the company and with external partners
• Increasing sales effectiveness
• Nonverbal coaching: practices for effective presence and influence

Fatma Alieva, Founder and CEO, Women’s Health Center Femina

Aleksey Salkinov, Co-founder, GOC Dohodnyi Dom

Olga Volodkina, Administrative director, Europlan

Creation of a Leadership Development Profile (LDP Assessment) for a newly appointed director of a production department in a holding company and a series of 10 coaching sessions

Results: the leader’s position was defined, which allowed for the successful achievement of all set goals, including the establishment of a delegation system within the department, the creation of a function development strategy, and a successful horizontal adaptation within the holding company’s Top management team.

10 coaching sessions with an executive director

Results: successful adaptation to the new position, including transformation of the leader’s management role and reconsideration of interaction principles with employees, which led to a personal effectiveness increase.

10 coaching sessions with a manager of a wholesale trading company aimed at increasing personal effectiveness and improving interaction within the department

Results: the manager revised their position as a leader, expanded the set of management tools, and improved the quality of interaction with colleagues (learning to negotiate more quickly and with less emotional effort)