Personalized coaching and assessments for emerging leaders, executives and business professionals. Expertise includes coaching for performance, leadership development, and career transitions. Ultimately, personal development is accelerated from 1:1 coaching under the framework of business objectives and organizational core competencies with a focus on developing tech savvy, digitally capable teams.
Consulting spans digital innovation, strategy and analytics for an array of clients including financial services corporations, marketing agencies, startups and non profit organizations. This includes workshops, advisory work, and ideation with your team to envision a future state, surface the key capabilities required to grow digital sales, re-engineer customer experiences, and exceed core business objectives. Work products include customized roadmaps and agile projects with a specialization in Google and Adobe products.
From personalized coaching as a primary service and by building strong rapport and trust with a client, breakthrough changes can be made over time to help individuals become self aware of their own capabilities, their innate gifts and talents, while driving to a results oriented plan.
All goals are personalized, completely driven by the client, and the client is expected to hold accountability for their actions.
Founder & Certified Executive Coach (CEC, ACC)
Rahim Moosa is a Certified Executive Coach (CEC) and holds an Associate Certified Coach (ACC) designation with the International Coaching Federation (ICF).
Drawing on over 20 years of global leadership experience across management consulting, tech, and retail, he has thrived in fast paced innovative organizations including Apple Inc, CIBC, IBM and WestJet Airlines.
As a coach, Rahim values his innate ability to recognize the unique gifts and strengths of his clients. Using data from personalized assessments along with his depth of intuition, compassionate empathy and an edge for surfacing the truth, Rahim is able to create new pathways of discovery for his clientele in a sincere manner, forming a strong partnership based on trust.
His specialization is working with leaders in transition, in new roles or in new environments. By navigating through their adoption to change, he is able to hold clients accountable to the wider organizational objectives and accelerate their velocity to succeed.
Rahim is currently a mentor with the Forum for Women Entrepreneurs (FWE), a former Customer Advisory Board member with Adobe, and Board Member with the City of Toronto (Yonge Dundas Square) and has volunteered as a mentor for students at York University, including various non-profit organizations including Hope Air and AKDN.
Companies are implementing new technology in order to improve productivity and exceed customer expectations. However, in an accelerated era of digital disruption, employees are (a) faced with greater uncertainty, (b) have less time to strategize, and (c) need clarity to rapidly assess and make decisions.
Here are some facts:
1) The average lifespan of an S&P 500 company is under 20 years, down from 60 years in the 1950s.*
2) Despite 78% of companies believing in the importance of digital and transformational leadership, only 5% have strong digital leadership development programs currently in place.*
3) 78% of HR leaders are more concerned about the talent shortage today than they were a year ago. Interestingly, 75% of employees who are voluntarily leaving jobs “quit their bosses, not their jobs.” *
4) More importantly, only 1 out of 4 employees think training programs help their companies perform better. In contrast, they believe coaching gives them twice the performance management value to help them outperform the competition.*
“New” companies (a.k.a. startups) are recognizing the positive link between job control, and employee well being. These organizations are creating cultures of autonomous decision making, harnessing innate creativity from their employee base to take on more decision making accountability than was the case in previous generations. By providing employees with more job control, they become individual transformation agents, guarding against micromanagement. These agile working teams work together with a higher purpose vision to eventually replace the traditional corporation, one built on yesterday’s model.
The “new” organizational model replacing the “old” has a key ingredient, specifically, a coaching culture built into its foundation, designed to empower people with autonomous decision making confidence and personal growth, all the while fulfilling a larger vision.*
At DigitalQ, we want to close the leadership gap and help organizations and people succeed. We believe in accessibility to coaching for everyone, not just for executives. Our goal is to help individuals perform better in their jobs, to make the best decisions, and to rapidly adapt to performance driven change – all the while supporting their personal and professional growth to achieve their greatness.
*Sources: Credit Suisse, Deloitte Human Capital Trends, Spherion, Bain and McKinsey research, Forbes, CNBC, J. Pfeffer, “Dying For a Paycheck: How Modern Management Harms Employee Health and Company Performance – and What We Can Do About It.”