Mark Sachs
Professional Expertise
As an organization consultant and executive coach for more than 15 years, Mark Sachs believes that people and their organizations often have much more potential than they give themselves credit for. He has a deep commitment to bringing out the best in people and helping to improve the leadership and overall management of his client organizations.
In his consulting practice, Mark listens carefully to his clients’ needs and customizes his work with them to ensure a targeted, successful engagement. His areas of expertise include improving open communication among staff, developing productive teams, assessing organizational strengths and limitations, planning and managing significant change initiatives, and facilitating meetings and retreats.
Mark’s coaching practice focuses on helping executives and managers develop their leadership skills to inspire a shared vision, communicate with greater clarity, manage others effectively, foster collaboration, and encourage experimentation and calculated risk-taking.
He also facilitates workshops that help people become more effective at work: “Getting What You Want: Setting and Maintaining Boundaries with Others,” “Making Correct Assumptions about Others: Climbing the Ladder of Inference”, “Myers-Briggs: A Key to Understanding Your Strengths and Enhancing Teamwork,” and “Helping Your Emotional Intelligence Work for You.”
Mark was recently given the “Courageous Practitioner Award” by the Chesapeake Bay Organization Development Network.
He is a veteran of the Air Force and enjoys traveling to unusual international destinations.
Current and Recent Coaching Assignments
CFO was a very hard-charging individual. Worked to help him understand how his behavior was affecting team productivity. He changed his communication style with staff and they were more willing to come to him with new ideas.
General counsel had a difficult time working with administrative staff in her department. She rarely gave compliments and appreciations for their work. After understanding the effects of her behavior, she made changes, and her staff went more out of their way to help her.
Mid-level manager needed to be more organized. Worked to help her determine what was important and what was not. This helped her work be much more efficient.
Senior level systems engineer was a perfectionist, and his staff was afraid to come to him when they had a problem. Through better understanding of some of the limitations of his perfectionism, he became more open to their problems, and they were more willing to approach him when there was an issue.
Senior level policy person believed that her supervisor was making unreasonable demands. Facilitated discussion with she and her supervisor that helped her get more of her needs met.
Mid-level manager was too accommodating with her staff, and she had difficulty setting limits with them. Helped her be more aware of the downsides of being nice too often. She altered her behavior and her staff’s work became more productive.
Senior level federal employee worked many more hours than required, and that was affecting his health and family relationships. Through effective boundary setting, his work and family life became more balanced.
Education and Professional Affiliations
- M.S. in Organization Development – American University/NTL Institute
- M.A. in Sociology, Rutgers University
- B.A. in Sociology, Rutgers University
- Graduate of Coach University
- Professional Certified Coach (PCC) – International Coaching Federation
- Certified in MBTI, EQ-i, Drexler-Sibbet Team Performance Inventory, and Culture Transformation Tools
To work with Mark, please contact us at
