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Peek Learning Consultants

Theresa Peek


Member profile details

First name
Last name
Peek Learning Consultants

Contact data

PO Box 65
Postal code
Job title
Talent Development Consultant and Certified Professional Coach

More Information for your Member Profile

Your Picture
Specialties - Please choose categories that describe your practice.
  • Human Resources (HR)
  • Management Consulting
  • Personal & Professional Development
What search terms would someone use to find your business?
Learning and development, management development, leadership development, training, coaching, human resources
Company Description
My Mission
I believe that good managers, good relationships, and good processes are the key to a successful company. As they say, in many cases, people leave managers, not companies. I also believe that many managers are managers because they were good at what they did. Unfortunately in many cases being good at what they did does not make them good at managing people. My mission is to help managers improve their people management skills, help companies improve their processes, and help people improve their business relationships.
Services for Individuals
One on One Coaching
One on One Training

Services for Businesses
360 Degree Feedback, including creation or procurement of a 360 tool, administering and debriefing the 360, ongoing coaching Administer and Debrief Assessments, including DISC, Firo Element B, Parker Team Player Styles, Social Style, Thomas Killmann Instrument
Assist with HR Needs (employee relations, recruiting, system administration, etc.)
Conduct Train the Trainer Workshops
Conduct Teambuildings and Team Interventions
Conduct Training Needs Analysis
Design and Develop Training, including e-learning, instructor led, micro-learning
Facilitate Meetings, including New Leader Assimilation Meetings
Facilitate Training
I am a talent development consultant and certified professional coach who has spent the last 15+ years specializing in management and leadership development, organizational development, and human resources. I became a “people manager” in 1994 because I was good at what I did, which was operations management. Like most people promoted into management, I received no training on how to deal with the people who now reported to me.
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