Cedalion Talent 26

It can take anywhere from 18 to 254 days for a person to form a new habit, and an average of 66 days for a new behavior to become automatic. 

In practical terms, it takes approximately 26 weeks to enact applied behavioral change

26 weeks is the barrier between concept understanding and behavior application

Thus the name of our practice: CT-26 Performance Coaching 

Accountability is the primary driver in CT-26 Performance Coaching engagements.

We hold our clients and ourselves to the highest standards in the work we do. Our approach starts by working ‘backwards’ from goals and outcomes to prescribe a specific approach, aligning weekly or bi-weekly status meetings on agreed-to objectives. 

Though accountability is our mechanism for applying and integrating, we also embrace the change management component of a great coaching relationship. 

CT-26 approaches coaching engagements as a mechanism for catalytic change within our clients’  environments, whether specific to an individual employee’s approach at work or the strategy employed by our clients. Change is risk and opportunity. Change can be paralytic. 

We support communication and enact a strategy of change to ensure the wider company can embrace that change; while approach drives anxiety, the delivery breeds excitement. 

CT-26 Performance Coaching is the only program your leaders of today and tomorrow.

Our coaching practice includes: 

  • Executive presence  
  • Self-awareness and behavioral change 
  • Strategic thinking and planning
  • Influencing strategies 
  • New employee onboarding
  • Sales and Deals Coaching
  • Improve interpersonal communication with team members 
  • Setting priorities and goal-setting
  • Effective delegation 
  • Removing barries to success 

CT-26 Performance Coaching Development Approach  

We Performance Coaching by framing needs through the leadership development ladder. We bucket needs and gaps in skills delivery into one of four areas. The higher rung needs (Rung 1) are prioritized, as the process to imprint awareness and change in this area tends to be a bit longer, and the payoff is greater than in the latter half of the journey. 

The ladder is as follows:  

  • 1

    Unconscious Incompetence

    You begin by not even being aware of a deficit you have in a given leadership skill or capability.

    “What is currently lacking in my leadership?”

  • 2

    Conscious Incompetence

    You’re keenly aware of your lack of mastery in that leadership area.

    “How can I practice and improve this specific skill?”

  • 3

    Conscious Competence

    With focused attention and effort, you’re able to demonstrate the skill when needed.

    “Where is my effort in this area producing the outcomes I want?”

  • 4

    Unconscious Competence

    The skill becomes automagic for you, and you’ve fully internalized its mechanics.

    “How can I teach others what is now so natural and easy for me?”

Why are we including Executive Presence and Development Example? 

CT-26 creates an ongoing accountability mechanism through weekly/bi-weekly check-ins to monitor deliverables and change within the coachee.

We can access a predefined list of questions to drive  accountability as follows:  

CT-26 Performance Coaches 

Average Professional Experience: 20 years

Typical Level: CXO level

Industry Expertise: Finance, Manufacturing, Technology, Services

Example of People

Ted Stimpson

Donna Star

Pam …

Amy … 


CT-26 Performance Coaching: What to Expect

A quote from a current client?

First three meetings … 

Next meetings …