by Elizabeth Harrin (London)

This afternoon, Tina Hallett is going to the culmination event of one of her coaching sets. Hallett is a Partner at PricewaterhouseCoopers UK and she knows how to make connections.

Hallett works in PwC’s Change Consulting business, specialising in government departments. She started her career as a chartered accountant, then moved into tax, before joining the People & Change practice.

Now her day job focuses on getting the best out of people, not numbers. She set up Coaching Squared, an initiative that brings together top middle managers from public and private sector organisations and places them in co-coaching partnerships for nine months.

“I met with the Ministry of Justice [formerly the Department of Constitutional Affairs],” Hallett explains. “They were setting up a women’s network.” At the time, Hallett chaired PwCWomen, and the government department wanted to learn how it was done. “Gus O’Donnell, the then Cabinet Secretary, was very keen on cross-private/public sector initiatives.” As the discussion progressed, it became clear that it was in both organisations’ interest to do something together. Twelve women from each organisation met at a half-day event on co-coaching and paired up.

Since then, Coaching Squared has “grown and grown from those early roots,” Hallett says. “There were six organisations involved the first time; now we have about 30 and cover four strands: women, the disabled, minorities and gay and lesbians.”

Partly, the organizations self-select and, in the private sector it’s often word of mouth that leads to the first approach. The actual coaching programme doesn’t take up a lot of time, as the women taking part manage it themselves. “I go to the first event to kick it off, see them again half way through, and at the end, to stay engaged,” she says. The women then take responsibility for their own development and set their own activities. One, for example, work-shadowed a human rights expert in the Ministry of Justice. “It’s a new buddy in a work context,” Hallet says. “Often at work you only meet people from your own organisation.” The Coaching Squared programme allows participants to broaden their horizons in a way that wouldn’t otherwise be possible.

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by Tina Vasquez (Los Angeles)

The “Motor City” as it’s affectionately called, is home to Motown, the American automobile industry, and to Kim Harris Jones, the first African-American female Vice President in Chrysler history. “I was born and raised in Detroit and when you’re born and raised in Detroit, Michigan, it’s not hard to be brought into the auto industry. My father retired from General Motors as an assembly line worker, my sister worked at Ford, and I’ve had many other family members who worked in the auto industry, so it wasn’t a big leap,” Jones said.

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by Paige Churchman (New York City)

One April morning in 1994, Ana Duarte-McCarthy put on a brand new suit, rode the train down to Wall Street and joined the flow of rushing pedestrians. She may have looked like any other commuter, but for Ana this was a banner day. She was on her way to her first day of corporate life – a new job at Kidder, Peabody & Co. A meringue band played in her head (who needs an iPod?), and headlines like “Dominican Makes It to Wall Street” flashed through her brain. It was clear and sunny, just another Monday morning for the other workers. They didn’t look up at the young woman in the snappy khaki suit with the navy pinstripes. (It still hangs in her closet.)

Ana was in for some major culture shock. Not too many art school deans end up in investment banking. Ana had been assistant dean at Parsons The New School for Design. There she had learned how to scrounge for even the smallest resources. At Kidder, Ana’s eyes grew big when the morning coffee came on elegant silver tea services. “I think I was at Kidder three weeks when they gave me $3000 to take eight minority interns to Yankee Stadium,” she laughed. “And then they asked what else I wanted.” Art students don’t wear suits, and neither do their deans. Art students and their deans wear black. Also, at Kidder, she was suddenly back in middle management – smaller office, no longer running the show – but she expected that. She was eager to learn.

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By Pirkko Juntunen (London)

It is difficult not to fall quickly into clichés such as ‘superwoman’ when describing Laura Palomino de Forbes. In her mid-thirties, married and a mother to a 15-month old daughter, Palomino de Forbes heads up DIAM International’s business development and client services efforts in the EMEA Region from her London office. She has, through hard work and dedication, put DIAM on the map in Europe and Middle East by acquiring new assets of over $3bn in the past four years. Read more

by Pamela Weinsaft (New York City)

The Glass Hammer recently spoke with Dianne Ledingham, Director in Bain’s Boston office, member of Bain’s North America Telecom, Media & Technology Practice and leader of the consulting firm’s Global Sales Effectiveness group. Ms. Ledingham has played various local and global governance roles in the firm and is currently a member of Bain’s Worldwide Compensation and Promotion committee. In addition to serving corporate clients, Ms. Ledingham has advised several early stage technology start-ups in her career at Bain. She is also a Board member of City Year, a multi-regional non-profit.

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