Peer Coaching Services is cooperative network of leadership, career, transition, and recovery coaches who partner with people and teams to create change. We help address opportunities like career direction, performance improvement, strategic planning, business development, and personal growth, all by partnering with the client in a spirit of shared experience, expertise, and vision.
Who We Are
PCS founder Paul Boger brings hands-on experience as an enterprise leader, program director, product manager and partnership creator to every engagement, alongside certifications in Professional Coaching, Recovery Coaching, and the Birkman Method assessment. He spent over 25 years in global publishing, learning, and healthcare enterprises, as a P&L Leader, an Initiative Leader, and as a Content Strategist. He’s never met a turnaround he didn’t like, a difficult client he didn’t love, and always says “why not” when others say, “no way.”
Before becoming a coach and consultant, Paul Boger has worked in a Fortune 50 health insurance company, a global learning enterprise, multiple publishing groups, and, most recently, as the only full-time employee of a digital publishing start-up. He has managed $100 million profit centers, global product launches, national executive learning programs, and directed matrixed, virtual teams before it was cool.
Core Values
Equality:
In a peer coaching relationship, we are equals sharing our experience about specific topics, situations, capabilities, and expertise. There is no hierarchy, chain of command, or approval tree. We are colleagues engaged in a two-way conversation about things that matter.
Candor:
Because we are equals, there is no reason to be self-conscious, to seek position, or to “front” and deflect. Our mutual success depends upon having honest, understanding, and thoughtful conversations about our common purpose and goals.
Accountability:
Whenever we agree on a course of action, we each do what we say we are going to do, when we say we are going to do it, because those fulfilled commitments are the building-blocks of progress and change.
Learning:
At any given time, we are always both teacher and student. We approach every conversation in a spirit of curiosity, non-judgement, and mutual encouragement, willing to both teach and be taught.
Why Elephants
One of my favorite books is Who Says Elephants Can’t Dance, by Louis Gerstner; it’s his memoir about refocusing and restructuring IBM after many years of intellectual and financial stagnation.
Reading it changed the way that I thought about aspiration, leadership, and communication, and we used The Elephant as a totem for our own transformation from traditional to digital publishing.
BTW — How do you eat an elephant? One bite at a time.
Organizational Experience
