EXECUTIVE TEAMS 
Many CEOs and Presidents deal with bumpy team dynamics. My task is to help them bring the team together, so they can move with alacrity and confidence. Each team is unique, each challenge distinct, and so are the solutions. These have included moonshots at Cape Canaveral, field research in London, business cases at Harvard, meditation with monks in Chang Mai, karate with a world champion, and even a safari (yes, it’s a tough job, but somebody has to do it).

GLOBAL LEVEL LEADERS
Many leaders come with elite credentials, but they struggle with the human side of the enterprise. To grow their capacity as human beings, companies create culture-specific, one-year leadership experiences, and my specialty is to co-lead such programs with members of the executive team. Such experiences have included Microsoft’s Talent XP, Pandora’s Life Leadership, and Campbell’s CEO Institute. 

HIGHER AMBITION LEADERS
At the Higher Ambition Leadership Alliance (a network of CEOs committed to doing well financially and doing good), I co-founded the Higher Ambition Leadership Institute (HALI), a one-year executive experience. During Covid, we used the pause to design an online, 12-Week Certificate. This program has already graduated 400 next-generation leaders.

ONE-TO-ONES
Each year I coach a handful of executives. The way that works is that we meet in person when they come through NYC and use the City as our classroom. During these sessions, we explore timeless questions, cultivate their natural leadership voice, craft a distinct leadership model, and build a portfolio of signature practices. 

In addition, I serve on the Leadership Advisory Council for Cohort 2040, an organization that prepares young leaders who already have large responsibilities to lead through climate-related catastrophes. I also serve on the council for Partnership for Public Service, a nonprofit, nonpartisan organization that is building a better government and a stronger democracy.

I began my career as a physical therapist but discovered that people’s progress depended less on the size of their muscles and more on the size of their spirit. This awakened my curiosity about human nature and the nature of change. After an MBA, and various leadership roles, I joined the Covey Leadership Center, where I had the privilege to lead Stephen Covey’s executive retreats. 

After finishing my Ph.D., I founded Strategic Leadership & Learning. And here is the essence of what I’ve learned: Leadership is less about elite credentials and cognitive agility and more about transformative experiences. It’s about finding one’s natural leadership voice and letting go of anything nonessential. 

Over the years, I’ve worked with executives from Microsoft and Nucor, Ritz Carlton and Hard Rock Café, and Finish Broadcasting and the US Marines. Most recently, I’ve enjoyed working with Alloy, a Brooklyn-based developer-architect firm. 

Along the way, there were extraordinary experiences: facilitating a CEO Summit with Jim Collins and Stephen Covey right after 9/11, partnering with Ram Charan during the darkest days of the financial crisis, and a beautiful retreat with Hitendra Wadhwa and 48 graduating MBAs from Columbia Business School. I look forward to many more. 

TouchPoints, a New York Times and Wall Street Journal Best Seller, asks you to “think leadership in even the smallest of moments.” Today, the volume of interactions is going up, the duration of each interaction is going down, and the impact can be exponential. That means you need to influence others in ever-shorter spurts of interactions and many more of them. And, you must do so more skillfully. The leader in the TouchPoint is not the one with the biggest title or budget; it’s the one who behaves like a leader! It’s the person who is tough-minded on the issue and tender-hearted with the people. TouchPoints offers practical advice on what you can do Monday morning and shows the path to mastery. It is available in Danish, Spanish, and many other languages. Touchpoint Resources.