Goal Digger works with individuals, executives, teams, small businesses, and organizations.
Goal Digger knows there can be problems with hiring and managing, and still allowing time for you to do your own job. Through individualized one-on-one and team coaching, starting with the CliftonStrengths, you will see more productivity from your employees, have more time to do your own job, and reap more financially.
A study by the Society for Human Resource Management (2018) states that the average cost to hire an employee is $4,129, with around 42 days to fill a position. Additionally, companies are said to spend 1-5% of their total salary cost on training.
Consider the time employees may spend out of the office for professional development and what do they actually bring back?
Now consider a coach coming into your space. The cost of coaching varies depending on the expectations of individuals, teams, executives, and more. Initial consultations to discuss what the client needs will lead to an understanding of price range.
Educator, entrepreneur, mom, and coach
Ashley has more than ten years experience working in a variety of industries spanning higher education, retail and marketing.
Ashley’s strengths are Futuristic, Strategic, Significance, Command and Competition...and that is just the top 5!
As a coach it is especially important to know who I am and help clients understand what I bring to the conversation. As a Gallup Certified Strengths Coach, I look at the possibilities in people and organizations, generating ideas that will work to implement immediately as the people and organizations work through their own identity. I want the people to walk away with an understanding of self and how that plays a role in the organization. Through candid conversations I address the elephants in the room and challenge the change that needs to occur. Intentional leadership training creates a lifestyle versus one time opportunities in an organization.
In addition to being a Gallup Certified Strengths Coach and certified in the Myers-Briggs Type Indicator (MBTI), Ashley has vast experience with leadership and development. She is currently a doctoral candidate at Creighton University, has a M.S. in Counseling and Student Personnel from Minnesota State University, Mankato, and holds a B.A. in Textiles and Apparel from the University of Northern Iowa.
I met a recent client at a local brewery. The executive and his team had just had one-on-one sessions with me and were ready to understand how their talents complimented each other. One team member in particular couldn’t believe how much he had already taken from our conversations, until he started to see some similarities and drastic differences from the rest of the team. He couldn’t understand how people in the same industry were able to be on such a spectrum of strengths and even have similar strengths that presented in very different ways among different people. He bought in and continues to reference his strengths in meetings, showing understanding of the difference in how he works with others and now sees the ‘why’ behind his team member’s way of doing.
As a coach, I offer my expertise in working with the continuum of generations in a way that challenges people to be their best selves. Goal Digger also offers the opportunity for you to invest in yourself, starting conversations utilizing the CliftonStrengths to take an inventory of where each person is, so you can better work with your team, advance goals, and feel happy and successful while living intentionally.
Not everyone is happy in their current position or industry. I attended a client’s department retreat. We started discussing the concepts behind CliftonStrengths and reviewed what each person brought to the team. I could tell there was more happening that people were not willing to share or address as we discussed what made people be at their best, worst, and what they needed from others. I finally decided it was time to address the “elephant in the room.” I said, while it might be awkward, it was important to take the time to share, especially with the supervisor in the room if things were ever expected to change. The group finally started to open up and engage in conversations, making recommendations and vocalizing concerns about their work environment. Weeks later, people in the department began to physically change locations/desks within the office, and even some responsibilities within their job descriptions. Why have someone who doesn’t like interruptions working the phone or front desk? The supervisor immediately bought into the ideas and was willing to make a change to see a change. Small changes have had a huge impact on this department over the last two years.