• What I do

    Most executives have made it to where they are by being excellent doers. They’re highly intelligent, profoundly accomplished, and lauded by many in their industries for getting stuff done...

     

    They're excellent at turning the right dials and pulling the right levers. They know their numbers, understand their finances, and can get an immediate pulse on their business.


    However, now they’re in a very different place...

     

    They're now making a big shift from being a super-achiever to the role of being an executive leader. This takes an entirely new set of muscles that they've not yet needed to employ.

    They have to swallow the difficult truth that what got them here may impede their path.

     

    A huge element of executive leadership is the human dimension...

    • How to inspire their teams to do great work (instead of demand it)
       
    • How to become more emotionally intelligent and develop skills beyond traditional business competencies (there’s magic here)
       
    • How to create a vision and inspire a team to move towards that greater tomorrow
       
    • How to know when to be decisive and when to let others take the reins
       
    • How to foster connection through warm, caring relationships
       
    • How to encourage team play so as to break new ground together
       
    • How to engage others in a manner that allows the parties involved to discover common ground
       
    • How to embrace courageous authenticity and take tough stands, bring up the “undiscussables”, and openly deal with difficult relationship problems
       
    • And more... 
    When someone moves from the management world to the leadership world, a whole new set of rules apply.

    Trying to apply management skills to a leadership role

    is like trying to apply Earthbound rules to outer space.

    This is the shift that I help executives and teams make. I’m privileged to get to do this work and to be allowed into the worlds of such amazing people in such a powerful way.

    How I Differ: Academics & Battle-Tested Experience

    I have 25 years of executive-level business experience and was a CEO for 15 years running. I was brought up the ranks at a very young age and carried that pack on my back for a long time (it’s where this gray hair comes from). I have a story (which we should totally discuss over coffee). However, I don’t use my story to convince clients to 'do it my way'. I use my story to relate to them, find common ground, establish a base of deep empathy, and use it for fuel to help them find their own path forward.

     

    I’m also an academic in the field of organizational behavior and leadership. You can see my academic credentials in my bio, but here, I’ll just say that I’ve put a lot of time, money, and heart-driven energy into my continued learning about leadership and organizational behavior and development.

     

    The union of these two worlds is how I differ. I combine my real-world, battle-tested experience as a long-time working executive and CEO with my academic pursuits to create a coaching experience that’s both intelligent as well as boardroom-savvy.

    Powerful Assessments

    Although the personal element is big in my work, the foundation of what I do lies in the assessments I facilitate with you and your team.

     

    I liken this to skiing... The most devout gym-goer, no matter how many leg presses and squats they do, when they go skiing for the first time, WILL be sore. This is because they have a whole range of underdeveloped muscles that they haven’t had to employ until now.

     

    The assessments help us determine these leadership muscles - both the strong ones as well as the underdeveloped ones - before anyone crashes and burns (hopefully).

     

    Over the last five years, I've surveyed the landscape of assessment instruments and determined these to be the best in class for Director Level to C Level executives...

    Emotional Intelligence is key

    Emotional Intelligence is the difference that makes a difference in most organizations that employ it. I’m a student of Dr. Daniel Goleman’s work in this field and did a summer study with him and one of his key researchers.

     

    Being a leader is largely about people skills. I learned it in kindergarten, and I don’t know about you, but it took me a lifetime of hard-knocks experience and then some formal study to realize the truth of this.