Our approach
Building capacity
beneath the performance.
Coaching brings attention to the situation you are facing, the way you understand it, and what may be possible from there.
Something real to work with
What is asking for your attention?
You might arrive with a difficult conversation, a decision you keep revisiting, or a role that feels different from what you expected. You might simply have the sense that something deserves more thought.
We start by understanding that situation. The external circumstances matter: resources, authority, history, incentives, and the demands of clinical work all shape what is possible.
As the conversation develops, we may also notice familiar responses, expectations, or assumptions. Together, we explore what is useful to examine and where you would like to go next.
What we believe
Understanding ourselves, others, and the world around us is worth making time for.
01 / Practical mastery
The way we work.
The skills, habits, structures, and systems that help people lead in demanding environments: communication, decisions, relationships, and the daily rhythms of work.
02 / Reflective depth
The way we understand.
Time to examine the values, assumptions, expectations, and familiar responses shaping how we see a situation and carry responsibility.
03 / Shared experience
The work we share.
Coaching conversations, workshops, and team experiences where people can speak honestly, examine their work, and develop together.
How the work unfolds
Notice.
Consider.
Return to the work.
This cycle is one way to describe the movement between experience, reflection, and practice. Explore each part.
01 Pressure
Begin with a real situation and what makes it difficult. Keep the demands of the work, the people involved, and the circumstances in view.
02 Pattern
Pay attention to how you tend to respond. Consider the habits, expectations, or assumptions involved, and how they have served you.
03 Choice
Explore what becomes possible with a wider view. That might be a different response, a better question, or a clearer understanding of a real constraint.
04 Practice
Try something small and appropriate in the work itself. Notice what happens in the next conversation, meeting, or decision.
05 Integration
Return to what you are learning over time. Consider what you want to keep, what needs adjusting, and what deserves further attention.
A way to explore the work. Each situation finds its own pace.
Research & practice
Ideas that inform
the conversation.
Our approach draws on adult development, leadership coaching, team learning, and reflective practice. These are useful places to begin reading.
Adult development / Robert Kegan
In Over Our Heads: The Mental Demands of Modern Life
Harvard University Press, 1994 · Book listed in the author’s Harvard profile
Team learning / Amy Edmondson
Psychological Safety and Learning Behavior in Work Teams
Administrative Science Quarterly, 1999 · Original research
Physician coaching / Dyrbye and colleagues
Effect of a Professional Coaching Intervention on the Well-being and Distress of Physicians: A Pilot Randomized Clinical Trial
JAMA Internal Medicine, 2019 · Randomized clinical trial
These sources inform our thinking. They are not evaluations of Via Dura’s own programs or predictions about any individual’s experience.
A conversation is a good place to begin
What would be useful
to understand more fully?
Tell us a little about what’s on your mind. We’ll start there.