Michael P Fitzgerald

Before starting his consulting practice, Dr. Fitzgerald retired from TRW Automotive, where he was the Vice President of Management and Organizational Development. He was responsible for the recruitment, assessment and development of global executive and management talent. In addition, he led the global succession planning and performance management processes. At TRW, he designed new assessment, performance appraisal and succession planning systems to meet the needs of a growing, global, lean high-performance organization. His work led to the development of a multi-national leadership group that is recognized in the industry as world-class.

Before he joined TRW, Dr. Fitzgerald worked at General Motors and at Ernst and Young Consulting. His work developing a selection program for the GM/Toyota joint venture targeted the needs of the Toyota lean production system. This led to his work as a consultant to bring new manufacturing practices to traditional firms. While working on these organizational change initiatives, he developed a true appreciation for the role of effective leadership in successful organizational change.

In addition to serving as an executive coach for the University of Michigan, he serves as adjunct faculty, working as a faculty advisor to Action Based Learning Teams.

Coaching Approach

Dr. Fitzgerald is a results-oriented, pragmatic executive coach. Working with his clients, he develops a customized coaching plan for each, targeted at reaching maximum potential. 

His firm serves a wide range of organizations, focusing on the Director and VP level roles. Most of his clients face the special challenges of developing global leaders. Dr. Fitzgerald employs many techniques to enhance personal and leadership self-awareness. This understanding of self is a critical foundation to realize potential. He uses psychometric testing, values clarification, and behavioral feedback as guideposts to accelerate leadership development. 

The most effective executive coaching is both person and business centered. Coaching objectives must be grounded in current and future business challenges. Business focus enhances organizational support for personal behavioral change. In addition, key organizational stakeholders should be included in the coaching process.