Steliana Economu, M.Sc, PCC 

Steliana’s 20 year – career has one denominator: an unwavering belief in people’s ability to change when motivated to do so. Steliana helps leaders to look more closely at “how” they lead, enabling them to grow their ability to inspire, impact, and influence their teams, colleagues, and stakeholders. She has a track record in successfully managing complex organizational changes and high-stakes employee relations consultations, simply by improving the quality of dialogue and cooperation between parties.

Coaching Philosophy

Steliana believes that coaching is there to help people, teams and organizations unlock their hidden potentials. She views coaches as catalysts in chemical reactions ,serving as enablers. As a coach, Steliana has an empathetic yet energetically charged demeanor. She strikes the right balance between challenge and support while building a strong partnership and trust with her clients. One of her one-on-one clients said: ‘Steliana is truly an authentic coach! She is real, genuine and not afraid to ask the hard questions.” A Sr VP leading a global unit within a major corporation remarked ‘with her help we improved our leadership team performance across the board ‘. Steliana collaborated with him and his team for a 12-month systemic team coaching intervention.

Steliana has a remarkable talent for coaching women leaders and working parents, with a particular focus on empowering mothers in leadership roles. As the author of the award-winning 2019 book, Mothers as Leaders, Steliana is passionate about guiding women who, despite facing life’s challenges, have risen to become transformative leaders, positively impacting those around them. Watch this brief video where Steliana shares more about her approach:

Results Achieved

Senior Vice President in the biotech-pharma sector invited Steliana to lead a 6-month systemic team coaching project for a Procurement Team reporting to her: 1 Director, 1 Manager, and 6 reports. They were grappling with low levels of confidence and faith in the effectiveness of a new working method implemented through a recent reorganization. Additionally, there was a disconnect with upper management. By the project’s conclusion, they had collaboratively developed their team purpose, team norms, and an approach to stakeholder engagement that leveraged their strengths and the latest technical automations. Most importantly, they bolstered their confidence in team leadership, leading to the business successfully meeting their efficiency targets.