coaching

Executive Coaching & Leadership Credentials

/ Susan Hendrich / 1 Comment

Unlocking the clarity, capability, and confidence to lead more intentionally.

I’m Susan E. Hendrich, PsyD — a leadership and organizational effectiveness strategist, executive coach, psychologist, speaker, and host of Human Being with Dr. Susan.

Across more than two decades of working with leaders, teams, and organizations, I’ve become convinced of something: People rarely need someone to tell them who to become. They need the space, insight, challenge, and support to see what is possible — and the courage to move toward it. That belief sits at the center of my work.

I help people strengthen how they lead themselves, how they show up for others, and how they navigate the moments that ask more of them — greater responsibility, change, uncertainty, conflict, transition, growth, or simply the realization that the way they have always done something may no longer be the way forward.

My approach draws from psychology, organizational behavior, behavioral science, executive coaching, leadership development, and decades of real-world experience inside complex organizations. And I continue to learn.

The credentials below represent some of that ongoing development — additional tools, disciplines, and perspectives I can bring to the people I work with. But they are only part of the story. If you’d like to know more about my background and the work that shaped my perspective, read my full bio.

And if you’re interested in the more human side of leadership, growth, relationships, resilience, and becoming, join me on YouTube for Human Being with Dr. Susan.

I’m glad you’re here.

The credentials below represent part of that continuing development.

Coaching Fundamentals Certificate

iPEC Coaching

The certificate represents 30 training hours, a portion of iPEC’s Level 2 Coach Training Program.

Participants learn and practice 20+ specific, powerful coaching skills; gain a thorough, working understanding of the 7 Levels of Energy and how to leverage them to transform the way someone approaches their life, work, and relationships; and learn the four main types of energetic blocks to help clients work through obstacles and tap into their greatest potential.

Issuing Date: 11/25/2025

Expiration Date: This credential does not expire

Credential ID: 92339397-f5b5-4055-a17b-b0c730fce391

Credential URL: See Badge Details Page 

Energy Leadership™ Index Master Practitioner (ELI-MP)

iPEC Coaching

Earners of the Energy Leadership™ Index Master Practitioner (ELI-MP) certification have completed the Institute for Professional Excellence in Coaching (iPEC) training necessary to coach and debrief clients utilizing this researched, proprietary tool. Earners are proficient in the training, experience, and skills to analyze and interpret the data from the ELI Assessment results and partner with clients to uncover opportunities for deeper awareness, optimal performance, and growth.

iPEC’s Energy Leadership™ Index (ELI) assessment is a research-backed assessment that provides insights into how you show up in various aspects of your life. The assessment measures your ability to lead yourself and others to take positive, productive, and sustainable action.

The ELI produces a tangible result, giving you awareness about who you are and your level of engagement in the world. You’ll also be able to see your energetic reaction to stress so that you can recognize—and if you choose to, consciously modify—that response utilizing the 7 Levels of Energy.

Issuing Date: 8/14/2026

Expiration Date: This credential does not expire

Credential ID: 8d4f8957-001b-4e92-a0d2-7e7666df8444

Credential URL: See Badge Details Page 

7 Coaching Questions to Unlock Excellence

/ Susan Hendrich / Leave a comment

Seven powerful coaching questions to unlock excellence. Let’s discuss. This isn’t just about managing people; it’s about a skill crucial for leadership and personal growth. It’s a skill you and I both need.

In a discussion today with a colleague, I revisited a book that profoundly shifted my perspective on leadership and development: “The Coaching Habit” by Michael Bungay Stanier. It’s not just a good read; it’s a foundational text that unveils the simplicity and profound impact of effective questioning. Michael lays out a framework of seven deceptively simple yet powerful questions. What struck me, and what I believe is a core truth for all leaders, is this: Everyone is a coach.

Whether you lead a large organization, mentor a small team, or simply aim to guide a friend through a tough spot, the essence of coaching is invaluable. It’s about empowering others to find their own solutions, fostering autonomy and resilience. So, let’s dive into Michael’s framework, a practical guide for unlocking potential in yourself and those around you.

The Seven Essential Coaching Questions

1. “What’s on your mind?”

This is your Kickstart Question. It’s designed to bypass superficial pleasantries and dive straight into what truly occupies someone’s attention. It’s an invitation to share what’s exciting them, causing anxiety, or consuming their focus. As leaders, moving beyond small talk directly signals that you value their time and their most pressing concerns.

2. “And what else?”

Don’t underestimate the power of this Awe Question. Its simplicity belies its critical role. It serves two vital purposes:

  • It pushes past the initial, often superficial, response to uncover what’s genuinely at stake.
  • It prevents us from jumping prematurely into problem-solving mode, keeping the conversation in a crucial discovery phase.

The first thought shared is rarely the most significant. This question acts as a continuous probe, digging deeper to reveal the true underlying issues.

3. “What’s the real challenge here for you?”

This is the Focus Question, and it’s transformative. The emphasis on “real challenge” ensures we address the core issue, not just a symptom. The addition of “for you” brings the focus directly back to the individual. As a leader, you can only coach the person in front of you. This question helps them internalize the problem, preventing them from externalizing blame and encouraging personal accountability.

4. “What do you want?”

The Foundation Question clarifies the desired outcome. Asking “what do you want?” is an act of empowerment, creating psychological safety and granting autonomy. It also marks a critical pivot from reflection to action. Effective coaching facilitates progress, and clear desired outcomes are the first step toward achieving them.

5. “How can I help?”

I refer to this as the Lazy Question, but it’s anything but passive. It’s a strategic move for two key reasons:

  • It places ownership on the other person for the next steps, fostering self-reliance.
  • It prevents you from assuming you know the best course of action.

Just as “and what else?” curbs premature advice, “how can I help?” stops us from jumping into action before the true request is clear. Once a request is made, your response options are clear: “Yes,” “No,” “Perhaps, but differently,” or “Let me consider that.” The goal is clarity, not automatic obligation.

6. “If you’re saying yes to this, what are you saying no to?”

This is the Strategic Question, crucial for fostering focus and prioritization. Resources—time, attention, energy—are finite. Every “yes” inherently requires a “no.” This question forces a commitment, not just to what they will do, but to what they will not.

Consider both the “no of omission” (options automatically excluded by a choice) and the “no of commission” (what must be actively set aside—be it projects, habits, or old beliefs—to fully commit to the “yes”). A true “yes” demands the clarity of boundaries.

7. “What was most useful for you?”

Finally, the Learning Question. Genuine learning doesn’t happen just by doing or telling; it’s solidified through recall and reflection. Asking this question at the close of a coaching conversation creates a vital learning moment, reinforcing key insights and embedding “aha” moments. Leaders must create space for this reflection to ensure that learning sticks and translates into lasting change.

Embracing the Coaching Mindset

This framework offers a powerful sequence, though its application isn’t rigid. You might not use all questions, or perhaps not in this exact order. The underlying principle, however, is constant: the best way to help someone develop is by asking questions and empowering them to discover their own answers. This counter-intuitive approach—resisting the urge to advise—is the hallmark of truly impactful leadership.

Put these questions into practice this week. Observe the shifts, both in others and in yourself.

What profound questions have shaped your approach to leadership and coaching? I’d love to hear your insights.

Join the Leadership | Learning | Innovation conversation at sashaphilosophy.com.

Praise Publicly, Correct Privately

/ Susan Hendrich / Leave a comment

“Praise Publicly, Correct Privately” is an inclusive leadership approach that helps leaders establish a culture of trust and effectively communicate with their team members. I first learned the concept decades ago when I read, The One Minute Manager by Ken Blanchard and Spencer Johnson. Praise Publicly, Correct Privately changed the way I lead others. In fact, it changed the way I interact with the world. Praise Publicly, Correct Privately isn’t just good leadership advice; it’s also just common sense. But sometimes common sense isn’t all that commonly practiced…

I witnessed a situation today that runs counter to Praise Publicly, Correct Privately. Calling out someone in front of a group, especially when you are in a position of power, does not reflect on the person being shamed as much as it reflects on the person doing the shaming. It is astonishing how quickly positive energy and enthusiasm can dissolve into awkward silence and injured retreat. Repair can certainly happen, but it’s hard to “unhear” public shaming. A high-performing team has plenty of room for light-hearted jokes. But how do you know when the line is crossed from light-hearted to heavy-handed? I’d love to hear your thoughts on the difference. Thoughts to begin the conversation:

When people are praised for their work in front of others, it can have a powerful effect on their motivation and productivity. On the other hand, when people are criticized for their work in front of others, it can be demotivating and damaging to their self-esteem.

The key to effectively using this technique is to understand when and how to use it. When praising a team member, it is important to be specific and to highlight their specific contributions to the team. For example, instead of simply saying “good job,” it is more effective to say “I really appreciate how you took the lead on that project and made sure it was completed on time.” This type of specific feedback helps the team member understand what they did well and how they can continue to improve.

When correcting or giving feedback/feedforward to a team member, it is important to do so privately and in a constructive manner. This means that the criticism should be focused on specific areas of improvement and should be delivered in a way that is designed to help the team member learn and grow. For example, instead of saying “you did a bad job,” it is more effective to say “I noticed that you struggled with X and I think it would be helpful if we worked together to improve this area.”

Praise Publicly, Correct Privately helps to create a positive and supportive work environment. When people feel that their work is appreciated and that they are being given constructive feedforward, they are more likely to be motivated and engaged in their work. Additionally, this technique can help to improve communication and trust between team members and leaders.

I would love to hear your ideas on Praise Publicly, Correct Privately.