Ray Fisher, MSW, LCSW, PCC
Executive Coach, Facilitator
Ray Fisher, MSW, LCSW, PCC is an executive coach and facilitator who has worked with clients across various industries, including global client services firms, government (Federal, State, County, and City), higher education and non-profits. For the last 15+ years, Ray has helped senior leaders and management teams expand cooperation, improve performance, and transform their organizations through increased efficiencies. He is recognized for his extensive knowledge in the area of emotional growth, relationship development, and human capital maturity, with a specialty in anti-racism education and coaching.
Ray’s style is forthcoming, connected, personable, and grounded in research-based techniques. He holds a Master’s degree from Smith College School for Social Work (where he is also an adjunct professor), is a Professional Certified Coach (PCC) through the International Coach Federation (ICF), and is certified in the Emotional and Social Competency Inventory (ESCI) through the Hay Group.
Ray strongly believes that every individual has an innate wisdom that can be surfaced through the coaching process. By cultivating a strong foundation of trust and respect, Ray helps his clients challenge themselves in ways that result in professional growth/development and personal fulfillment. His style of coaching is based on the understanding that his clients can and will embrace the opportunities of self-reflection if respected through well-established cycles of honest and mature feedback and room for reflection.
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:
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.
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, 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 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, 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.