Erica Mahady, MA, PCC
Executive Coach, Consultant, Facilitator
Ms. Mahady is a dedicated professional with over 15 years of experience as an organizational and leadership development consultant, educator, researcher, author, mindfulness practitioner and certified executive coach. Erica is a heart-centered social justice activist who believes that people induce change. She strategically partners with others to design and implement intentional change that produces positive results. She has worked across various industries including education, engineering, healthcare, law, media & entertainment, military & government, philanthropy, non-profit and global chemistry.
As an organizational development consultant, Erica is an experienced facilitator of strategic planning processes, leadership and team development, faculty development and change management in service of organizations and their people. She has a passion for collaborating with individuals, teams and systems to strengthen leadership effectiveness and organizational wellness. Her practice focuses on cultural transformation centered through the intersection of diversity, equity, inclusion & belonging principles, emotional and social intelligence complemented by mindfulness & contemplative practices.
The Science Behind Our Practice
Our work is grounded in established methodologies and models of human and organizational behavior, including, but not limited to the following:
Emotional Intelligence
The competencies of emotional intelligence (self-awareness, self-management, social awareness and relationship management) account for an individual’s ability to understand their own and others’ emotions and use that information to guide decision-making and action. Research has shown that leaders who master the competencies of emotional intelligence have a distinct advantage.
Positivity & Resilience
The incredible developments in neuroscience research over the last several decades have enabled a greater understanding of how practices that promote positivity and resilience—both individually and organizationally—have a significant and lasting impact on our capacity for creative thinking, productivity, efficiency, empathy, focus and more.
Intentional Change
Developed by Richard Boyatzis, the Intentional Change Model underpins successful leadership development programs by supporting an individual or group in intentionally moving through five stages of change that close the gap between a current “real” self and a clearly articulated “ideal” self.
Appreciative Inquiry
Appreciative Inquiry, developed by David Cooper Rider, is a strengths-based model of analysis, decision-making and strategic change that clarifies the assets and motivations that are an organization’s strengths in order to build or rebuild an organization based on what is working rather than trying to fix what doesn’t.
Resistance and Cycle of Change
People are at their most creative in their resistance. The Gestalt cycle of change maps the critical stages of change that all members of a group must experience in order to optimize success and minimize resistance. Disruption of the cycle manifests in very specific levels of resistance that can be effectively mitigated through intentional responses.
Mindfulness
Mindfulness is the awareness that one develops through paying attention to the present moment through your five senses without judgment. In addition to relieving stress and building resilience, even a simple mindfulness practice can significantly expand your range of options in any given moment. Incorporating mindfulness into any process of change or development supports an individual or group by rewiring the brain for more intentional responses and behaviors.
Dynamic Inquiry
Dynamic Inquiry, developed by Annie McKee and the Teleos Leadership Institute, is a method of discovery that uncovers an organization’s emotional reality–what people care about, what is working well, and what’s getting in the way. The purpose of the inquiry is twofold: 1) to identify underlying issues related to culture and leadership that are helping or hindering implementation of a strategy; and 2) to build ownership and commitment to the mission, vision, strategy, ideal culture and leadership framework among key stakeholders.