Gail Berger

Gail Berger is a Clinical Associate Professor at Northwestern University in the Kellogg School of Management, the McCormick School of Engineering, and the School of Communication, and the Deputy Director of the Center for Executive Women at Kellogg. She is also an experienced executive coach and leadership development expert who is passionate about helping leaders and teams achieve their goals and improve their performance and effectiveness. She brings professional and academic experience in the areas of talent development and assessment, conflict resolution, and team dynamics. She works with clients across a variety of industries, including, consumer services, education, engineering, financial services, hospitality, and the non-profit sector. Career highlights include the design, development and implementation of team building programs for clients that have harnessed coaching as a cornerstone for program success. In addition, she has won teaching awards, including Instructor of the Year at Northwestern’ s School of Education and Social Policy, and she has published in leading journals and presented at National conferences.

Gail received her Ph.D. in Management and Organizations from the Kellogg School of Management, Northwestern University. She also holds a M.Ed. in Administration and Supervision from Loyola University and a B.A./B.S. in Psychology and Elementary Education from Boston University. She has blended her background in education, business and psychology to create a powerful approach to team building, leadership development, and executive coaching. By combining purposeful reflection, candor and support she guides individuals to lasting behavior change so that they can be more effective. According to her clients her core strengths lie in her ability to ask thought provoking questions that push them to think about issues differently, as well as her keen insights about situations and human interaction.

Gail is committed to helping individuals, teams and organizations attain their learning goals and growth objectives. Some of her work includes:

Assessing key talent, as well as evaluating career transitions and inflection points Managing key stakeholder relationships more effectively and building effective collaborations with a foundation of trust and mutual respect Developing and changing organizational culture to enhance individual and team performance Fostering leadership capacity by accelerating the emergence of core leadership competencies like, conflict management, delegation and emotional intelligence.