Through her business experience, Peg Rowe brings knowledge, wisdom and unique perspective on building high performance teams, creating a collaborative culture, developing leaders and delivering exceptional results. She works seamlessly with all levels of management, across groups or in one-on-one settings.
Her intuition, calm manner and orientation to action, once critical to her leadership, are key assets in her work with clients. Peg takes a practical, strengths-based approach to executive coaching. Practical in that it focuses on the key behaviors required for improved performance. Strengths-based, in that the focus is on what is currently working in the executives leadership style that can be leveraged for improved performance and satisfaction.
As a seasoned executive and leader of geographically diverse cross-functional teams, she has served in line management and staff positions while spending ten years in senior executive level operations and general management roles at American Hospital Supply Corporation, Baxter International, Caremark International and Paidos Healthcare Management Services. As a leader, Peg coached teams during major corporate transitions and change initiatives, exceeding business objectives.
As a coach and consultant, Peg has worked with leaders and teams at organizations such as Allstate, Caterpillar, Fresenius Medical Care, Gensler, Methode Electronics, Microsoft, Navistar, and National Opinion Research Center, as well as Not for Profits including The Center On Halsted, The National Runaway Switchboard, and The Neumann Association. Peg has a Masters in Management from the University of Missouri – Columbia. She has trained with the Coaches Training Institute (CTI) and the Gestalt Institute of Cleveland, and has fulfilled coursework in Organizational and Relationship Systems, High Impact Teaming, the DiSC Assessment, MBTI and FiroB. Her certifications include the Best Year Yet® Program, the Coaching in the Moment program, the Genos EI Assessment and John Kotter’s Leading Change Program.
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