Paul Duba's offer of professional services as a coach and educator for transformational change. Ontologic methods lead to change of perspective that enable breakthrough results for you or those you wish to influence

1. Paul Duba, NCC, PCC, MPA
Point-B Coaching
pduba@point-be.net
609-575-3545
Page 1
Capability Statement
Coaching and education for
transformational change
Core Competencies
• Executive coaching for leaders who are ready to explore a more powerful reach in
their leadership
• Program executive and front of room facilitator for organizational chartering, team
onboarding, board development, and off-site retreats
• Leadership education for influence and efficacy from any position
• Curriculum designs using experiential methods for hands-on learning
• Professor for 300 and 500 level courses for Advance Leadership Theory
Past Performance
• Communication Institute International (CI): Executive coach for high potential
US Federal agency personnel, GS-14, GS-15, and SES leaders. Shelly Heath-Watson,
sheath-watson@ciinternational.com, 303-672-3927.
• El Pomar Foundation Fellowship: Onboarding and leadership development with
annual fellows cohort. An expedition for establishing cultural norms for high
performance, using rafting and backpacking as a training environment. Gary
Butterworth, past Senior Vice President, gbutterworth@ppcf.org, 719-338-8860.
• Western State Colorado University: Adjunct professor for Advanced Leadership
Theory at the undergraduate and graduate level of instruction. Brooke Moran, PhD,
bmoran@western.edu, 970-943-2118.
• Out of the Box 360!: Multi-day workshops in Spanish for coaches and consultants
(train the trainer). Experiential education for leadership development and team
building. Claudia Raffo, principal and owner, craffo@outofthebox.cl, +56 9-9939-
1537.
• C. F. Martin Guitar Company: Three-day expedition for leadership education, team
building, and transformation. Sea kayaking and snorkeling on Tiburon Island, Kino
Bay, Sonora, Mexico. Joel Zingone, Human Resources Manager,
jzingone@martinguitar.com, 610-759-2837.
Certifications, education, and advanced skills
• Newfield Network trained and certified ontologic coach (NCC)
• Professional Certified Coach (PCC), International Coach Federation
• Master of Public Administration
• Meyers Briggs Type Indicator Qualified
• Author, Do-Be Modelsm for Leadership and Teamwork, a powerful tool for
understanding leadership and teamwork for high performance
• Master experiential educator and facilitator. Design and implement programs for
transformational learning
• Educate and facilitate in English and Spanish

2. Paul Duba, NCC, PCC, MPA
Point-B Coaching
pduba@point-be.net
609-575-3545
Page 2
Capability Statement
Coaching and education for
transformational change
Transformation/Leadership Coaching: I am a certified, ontologic coach. I can
help you find and cultivate the change that you are ready to make happen, in
yourself and in others.
Why coaching: People come to coaching when they see that a change is not only
possible but necessary. Examples include:
• Promotion and advancement
• Ability to project influence
• Reorganization/new skill development
• Urgency for accelerated results
• Negative self-assessment
• Clear sense of purpose
• Integration of career and personal interests
What coaching does: If the change you want to make has proved difficult to reach on
your own, coaching is a powerful and effective professional service that helps you:
• Clarify your goals
• Create awareness of new possibilities
• Explore assumptions that may limit your perception
• Practice how to take new action and “show up” with new behaviors
• Create commitment to the hard work of cultivating change
• Track and gauge your progress
Change is difficult because we are already very good at what we do: Change is
usually not a matter of simply marshaling our will to make a more concerted effort.
Rather, it is more likely our current “way of being” that stands in the way of change.
Most adults have well regulated lives, with functional assumptions and working
paradigms that serve to help us not have to think much about:
• What it means to do a good job
• How to get things done
• How to uphold our standards of performance
• How to leverage our strengths (and work around our liabilities)
• What it takes to interact with others
• What we need to maintain personal satisfaction and a sense of purpose
• A work-life balance that supports these behaviors
These are things we tend to do automatically and, despite them being our particular
“hack” on life, they can become an invisible, comfortable backdrop for “our
understanding of how the world works.” It is not just our truth but also “the Truth.”
If it was easy, you would have already made the change: Changes that you want but
have not yet made are typically those that somehow challenge the way you make sense
of your world. In these cases, change, as desirable as you know it to be on one hand,
may be hard to adopt when it disrupts our pervasive sense of “the way I am, the way I

3. Paul Duba, NCC, PCC, MPA
Point-B Coaching
pduba@point-be.net
609-575-3545
Page 3
Capability Statement
Coaching and education for
transformational change
need to be to get things done, and the way I work with others.” A desire to hold onto
working models for your “being in the world” can get in the way of:
• The rise to supervisory responsibilities
• Letting go of control, delegating, and empowering others
• Risk taking and vulnerability when faced with ambiguous, disruptive challenges
• Creativity in an evolving workplace
• Changing roles, reorganization, and succession planning
• Managing our values for work-life integration
• Life transitions
Coaching is transformational: I can help you persist in navigating these changes, not
by giving you a checklist of new things to do, but by helping you explore what you
already know to be true.
• The things you care about most
• Your sense of purpose
• The commitments you want to keep and the conversations you are ready to have
• An expanded perception of what is possible
• Readiness to question assumptions that may have served you well in the past
but now stand in your way

4. Paul Duba, NCC, PCC, MPA
Point-B Coaching
pduba@point-be.net
609-575-3545
Page 4
Capability Statement
Coaching and education for
transformational change
Group Facilitation: I use experiential methods as a catalyst for learning that is
transformational. As a front-of-room leader, I invite you to get out of your seat and
put leadership theory into practice, experiment with new behaviors, and test your
assumptions about what is possible in a fun, low-consequence setting. You will come
away with a better understanding of how teams work and how leadership shows up
in you.
• Goal setting and group norms. These charter activities set the stage for a group to
become a team and for leadership to emerge. By setting a course that is framed by
mission and set in motion by a vision, leadership is put into practice. By establishing
a cultural “container” for the work that needs to be done, agreements with each
other and commitments to what you want to accomplish together lead to effective,
inspired teamwork.
• Group problem solving activities help participants “catch themselves in the act of
being themselves” as they adapt to asymmetrical challenges, explore new ideas, and
make decisions with inadequate information. These scenarios, role-plays, and
simulations create a learning laboratory that helps participants build trust, work
with ambiguity, explore possibilities, and practice creativity.
• High ropes-course challenges take participants out of their “comfort zone,”
providing them the opportunity to take risks, develop trust, and perform at the edge
of what they believe is possible. In the process, team members develop support
systems and behaviors that are transferable to personal and professional settings.
• Debrief and Feedback. Using the David Kolb Experiential Learning Model,
participants reflect on an activity, analyze their performance, see openings for
improvement, and harvest learning that can apply to real life.
• Paired sharing, group discussion, skits, and presentations help deepen learning
by creating opportunities for analysis, collaboration, vulnerability, and story telling.
• Values clarification gives group-members the opportunity to find voice, create
common cause, and focus their sense of purpose.
• Celebrations, rituals, and traditions are a powerful domain of teamwork. Team
members develop strong commitments to one another when they find expression
and identity in behaviors that symbolize their shared values.
Leadership Education: I can teach you what it takes to show up as a leader.
Based on the annotated bibliography below, I believe leadership is sometimes as simple
as a well-developed set of outward-facing relational skills. However, it is a practice that
also calls on us to explore the inner workings, sometimes hidden in shadow, of our own
sense of agency in a world that both excites and terrifies. It would be hard to imagine
oneself as an agent for change without first coming to terms with one’s own ability to
express purpose, courage, and vulnerability with others. I can help you understand how
this inner landscape is where the real work of leadership takes place, where one must be

5. Paul Duba, NCC, PCC, MPA
Point-B Coaching
pduba@point-be.net
609-575-3545
Page 5
Capability Statement
Coaching and education for
transformational change
whole-hearted enough to come to terms with the tension of hope and fear as emotions
that are held simultaneously. I can support your next steps toward a leadership that
enables you to broaden your reach, from being good at helping others solve problems for
which you provide direction, to an ability to stand at a crossroads and risk using your
imagination to innovate and be creative with others. I will provide an in-depth
consultation for your leadership development and organizational needs on request.
• Collins, J. (2001), Good to Great. New York, NY: HarperCollins.
• Chrislip, D. D. & Larson, C. E. (1994). Collaborative Leadership: How citizens and civic
leaders can make a difference. San Francisco, CA: Jossey-Bass.
• Heifetz, R. A. (1994). Leadership Without Easy Answers. Cambridge, MA: Belknap
Press.
• Kegan, R. & Lahey, L. L. (2009). Immunity to Change. Boston, MA: Harvard Business Press.
• Kofman, F. (2006). Conscious business: How to build value through values. Boulder,
CO: Sounds True.
• Kotter, J. P. (1990). A Force for Change: How leadership differs from management.
New York, NY: The Free Press.
• Kouzes, J. M. & Pozner, B. Z. (1995). The Leadership Challenge. San Francisco, CA:
Jossey-Bass.
• Larson, C. E. & LaFasto, F. M. J. (1989). Teamwork: What must go right, what can go
wrong. Newbury Park, CA: Sage.
• McChrystal, S., Collins, T., Silverman, D., & Fussell, C. (2015). Team of teams: New
rules of engagement for a complex world. New York, NY: Portfolio/Penguin.
• Sinek, S. (2014). Leaders eat last: Why some teams pull together and others don’t. New
York, NY: Portfolio/Penguin.
• Schein, E. H. (1992). Organizational Culture and Leadership (2nd ed.). San Francisco,
CA: Jossey-Bass.
• Whyte, D. (1994). The Heart Aroused: Poetry and the preservation of the soul in
corporate America. New York, NY: Doubleday.