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Founding Principal of Morgan Alexander, Chris is one of the few Executive Coaches with more than 20 years' experience in this field, having started with The Alexander Corporation in 1988 (then the UK market leader in business coaching according to The Economist*). Morgan's clients are primarily C-level engagements with Fortune 500 companies in the San Francisco Bay Area.

*Guide to International Executive Programmes. The Economist Intelligence Unit.


Through greater experience, commitment and care, we offer a better service

When selecting a coach it's difficult to know who will be the best fit; who you can trust and rely on.  The most reliable source is the client's experience, particularly when they have worked with many coaches over the years, and are able to make a comparison of the service and value delivered.  This is a great source of professional pride for us. 


An honest dialogue is at the heart of our approach

The fact is that some conversations are hard to have, yet these conversations are critical to implementing strategic initiatives. You need someone to surface the important, unspoken issues, and then structure and enable open discussion. One thing that stands out about Morgan Alexander is our ability to uncover and then facilitate honest discussion about current performance and possibilities.


Going through the motions just isn't enough

Many consultants strive to package their knowledge so that they can market 'a tested solution' and train others to deploy it. Our clients don't want a pre-packaged solution. We know that listening to people through some preconceived model gets in the way of hearing what they really have to say. It's not that we don't value tools and time-tested approaches, but we recognize that they are insufficient.


We don't lose sight of the goal: It's all about business results

Something is wrong when leadership advice focuses on likeability and style over substance. If you are a leader who wants to take your organization through serious and significant change, you are going to upset the established culture. Of course you should go out of your way to be inclusive and sensitive to people's needs and fears. But it's less important to get glowing results on your next 360-degree review, at least in the first year, than it is to make steady progress and achieve the desired objectives.