Steve McNairExecutive Coach ·Life Coach ·Consultant ·Speaker
Build a leadership team that can carry the business forward.
Coaching and practical leadership development for owners, CEOs, and presidents of companies with 100 employees or fewer. Help your leaders make decisions, take responsibility, and follow through, so less of the day-to-day work depends on you.
Start with an email to arrange a 60–90 minute conversation.
Altitude is determined by your attitude and application.
Steve McNairThe Altitude Group · Pearland, Texas
Experience at a glance
~15%
~50%
Approximately 15% to 50% retention
First-year sales-team retention at a medical-billing company during a one-year coaching engagement. The team was rebuilt around the roles and staffing the business needed.
Client coaching
An intact team through an 18-month wind-down
As general manager of a regional sports-broadcasting operation, Steve retained the team through the end of its contract. Revenue goals were met while expenses were reduced.
Executive leadership
Sales teamsManagersSenior leaders
Three leadership-development tracks
Steve co-developed and taught programs for sales teams, managers, and senior leaders at a national media company. Workshops were followed by three to six months of individual coaching.
Curriculum and coaching
Examples reflect Steve's experience in coaching and executive leadership. Results vary by organization and engagement.
Who this is for
For owners and leadership teams ready for the next step.
The Altitude Group works with owners, CEOs, and presidents of owner-led and closely held companies with 100 employees or fewer. The work is especially useful when:
Growth has slowed: The team needs to understand what is getting in the way and what to change.
A capable employee has become a manager: The role now requires leading people, not simply doing more of the work.
Hiring or turnover is disrupting progress: Roles, selection, development, or expectations need attention.
Too much still depends on the owner: Decisions keep coming back to the top instead of being made by the people closest to the work.
The best starting point is a willingness to look honestly at how the business operates and put agreed changes into practice. Discovery helps both sides decide whether working together makes sense.
Work with Steve
Ways to work with Steve.
Ways to workLeadership coaching
Coaching for owners and leaders at the levels where the work needs to change. Steve helps people clarify expectations, work through decisions, and develop the judgment and confidence to lead their teams.
Best forowners and leadership teams working to strengthen decision-making and follow-through.
Practical learning built around a real business challenge. Topics include leadership for managers, solution-based selling, and recruiting, selecting, and developing people, with preparation before the session and follow-up shaped around the engagement.
Best forexecutives, managers, frontline leaders, and sales teams.
Facilitated planning that gives a leadership team time to step back from daily demands, work through difficult questions, and agree on priorities and next steps. The focus is a plan the team can carry back into the business.
Best forleadership teams that need dedicated time to think and plan together.
Talks on leadership, trust, and the difference between compliance and commitment, grounded in Steve's experience leading people through difficult decisions and change. Content is tailored to the audience and event.
Best forconferences, leadership gatherings, and company all-hands.
One-to-one coaching for people working through a change in their work or life. Steve helps you get clear on what you want, name what is in the way, and decide on the next step.
Best forindividuals at a personal or professional turning point.
Start with the challenge. Build a plan people can carry out.
The work starts with understanding what is happening in the business, not prescribing a program. From there, Steve helps the people involved develop a practical response and put it into action.
Understand the challenge
A 60–90 minute discovery conversation explores the issue, the people involved, and the outcomes that matter. If there is a fit, the next step is a written outline of the proposed work.
Develop the people responsible for the work
Coaching, facilitation, and workshops are shaped around the leaders and teams who need to act. The focus is on real decisions, clear responsibilities, and approaches people can apply in their roles.
Apply, review, and adjust
Follow-up coaching helps people use what they have learned, address obstacles, and review progress. The plan can change as the team learns what is working and what needs a different approach.
From compliance to commitment
People can follow directions without taking ownership of an outcome. Commitment develops when they understand the purpose, have a meaningful voice in the work, and accept responsibility for the result.
Steve helps leaders create those conditions through clear expectations, honest communication, appropriate decision-making authority, and consistent follow-through. Coaching helps people think through the situation and take ownership of the answer.
“I didn't realize it in the moment. I was getting compliance, not commitment.”
Steve, on the lesson that became the work
Agree on what progress looks like
At the outset, we agree on the behaviors and business measures that matter. For ongoing engagements, the first 90 days are an opportunity to review what is changing and where the plan needs adjustment.
Progress may include clearer responsibilities, stronger manager conversations, better hiring decisions, and people bringing possible solutions alongside the problems they raise. The measures depend on the challenge and the work agreed.
Experience in practice
What the work looks like in practice.
Client coaching
Medical billing: rebuilding a more stable sales team
Situation
A medical-billing company was struggling with sales-team turnover. Its top salesperson had been promoted to lead the team while retaining individual sales responsibilities, and hiring decisions were not consistently following the agreed process.
The work
During a one-year engagement, Steve addressed role clarity, hiring, and selection. After the team fell from six people to one early in the engagement, it was deliberately rebuilt to five, the staffing level identified for the business.
Result
Steve estimates that retention rose from approximately 15% to approximately 50% in the first year. The client reported significant revenue growth and meeting its annual goals.
Executive leadership
Sports broadcasting: keeping a team together through a wind-down
Situation
A regional sports-broadcasting operation faced an 18-month wind-down after losing key rights. As general manager, Steve was responsible for keeping the business running and the team engaged through the end of its contract.
The work
Steve involved department leaders and employees in solving the operating challenges. He kept communication open, used the team's ideas to reduce costs, and helped employees prepare for their next roles.
Result
Steve reports retaining the team through the end of the contract, meeting revenue goals, and reducing expenses. He also helped employees move into new positions or retirement.
Leadership development
National media: connecting leadership development to daily work
Situation
A national media company needed development that would carry beyond the workshop and into participants' roles. Its people included sales teams, managers, and senior executives working across different markets.
The work
Steve collaborated with a team to develop and teach three curriculum tracks: solution-based selling, leadership for managers, and leadership for senior executives. Participants brought a real challenge to the workshop, then received three to six months of individual coaching.
In practice
Follow-up conversations and market visits gave participants support as they applied the work. Coaches helped them review progress, troubleshoot problems, and adjust their plans.
Examples reflect Steve's experience in coaching and executive leadership. Results vary by organization and engagement.
About Steve
Operating experience. A personal commitment to developing people.
Market president
General manager
Director of sales
Head of growth strategy
Executive coach
Steve McNair brings experience in business leadership, revenue growth, and people development to The Altitude Group. His career spans radio, television, sports broadcasting, and marketing, with roles including market president, general manager, director of sales, head of growth strategy, and executive coach.
As general manager of a regional sports network, his responsibilities included advertising sales, contract negotiations, production, marketing, programming, and finance. In radio and television, he led sales teams and worked on recruitment, selection, and employee development. As an executive coach inside a national media company, he helped develop and teach leadership programs with follow-up coaching across markets.
That experience shapes his work with owners and leadership teams today. Steve understands that developing people is part of running a business, not an activity separate from it. He helps leaders work through decisions, develop the people around them, and put plans into practice.
Raised in New Orleans' Lower Ninth Ward, Steve learned early to pay attention to the details and the people others might overlook. His father's instruction, “be sure to get the corners,” remains part of how he approaches the work.
The founding line
Gratitude determines your attitude. Attitude determines your altitude.
Every engagement starts where people are today and builds the next step from there. The climb is theirs; the work is making it steady.
Altitude
How far the team can go
Attitude
How people meet the work
Gratitude
Where it starts
Speaking
Compliance versus commitment.
What changes when people feel heard, understand the purpose, and have a part in shaping the work? Steve draws on his experience as a manager and executive to explore how leaders build trust, handle difficult conversations, and turn direction into shared responsibility.
Talks are tailored to the audience and event. Share the occasion, the people in the room, and what you want them to take away.
Start with the business challenge in front of you.
Tell Steve what is happening in your business and what you would like to change. A 60–90 minute discovery conversation will help clarify the issue and whether there is a practical fit; if there is, the next step is a written outline of the proposed work.
