Programs for the level where change actually happens.

Presence Under Load

Hold, Adapt and Shape, felt in the body and practiced under pressure.

Leading from the Inside Out

Self as Leader, River of Life and the 5 Layer Model

Know your gifts, your overdone strengths and why you lead.

Leaders learn to:

• Articulate their gifts, strengths and purpose as a leader
• Understand why they lead and what they value
• Show confidence rooted in their identity and experience
• Do identity-level work using River of Life and the 5 Layer Model.

Holding Steady Under Load

Building Resilience as a Leader

Stay steady and recover faster when the load is heavy.

Leaders learn to:

• Understand what resilience is and how they unintentionally erode it
• Assess their current resilience
• Build a personal framework to deepen it.

Adapting Past Your Competing Commitments

Competing Commitments: Individual

Find the commitment that is working against the change you say you want.

Leaders learn to:

• Map their own immunity to a change they want
• Surface the competing commitment behind it
• Design a plan to overcome it.

Authoring Your Future

Lead yourself through change before you lead others through it.

Leaders learn to:

• Understand their own response to change and transition
• Apply change tools to a change they are personally leading
• Build a plan to sustain new behaviors and habits.

Courageous Conversations

Say what needs to be said, with courage and care.

Leaders learn to:

• Prepare for and hold the conversations they have been avoiding
• Make and respond to requests clearly, without blame
• Keep the relationship intact while being direct.

Holding Tensions Together

Understanding and Working with Polarities or Tensions

Some tensions are not problems to solve. They are polarities to manage.

Leaders learn to:

• Tell a problem from a polarity
• Map the benefits and downsides of each pole
• Agree action steps and early warnings.

Adapting to Complexity

Leading in Complexity (Cynefin)

Diagnose the environment you are in, then lead it differently.

Leaders learn to:

• Diagnose and quantify the environment they are leading in
• Build skills and mindsets to engage others effectively
• Develop team skills to flourish in complexity.

Adapting Past Team Competing Commitments

Competing Commitments: Team

Find what is stopping the team from the change it says it wants.

Leaders learn to:

• Apply the framework to a team change
• Surface the system holding it in place
• Coach others through it.

Adapting Your Communication

Communicating for Results

Influence others and work through conflict productively.

Leaders learn to:

• Know their own communication and conflict style and flex it
• Listen and question better
• Have difficult conversations that build trust.

Shaping Change Together

Leading Change: Team

Understand why change stalls and lead people through it.

Leaders learn to:

• Understand the human and team dynamics of change
• Reduce resistance using several tools
• Coach others through change to a mutually agreed action plan.

Shaping a Culture of Accountability

Fostering Accountability for Results

Make accountability supportive, not a gotcha.

Leaders learn to:

• Share an aligned understanding of individual and team accountability
• Use a common language to ask for what they need and hold others to account
• See and shift the team's culture.

Shaping Others: Coaching Skills

Coaching Skills for Leaders

Coach the person in front of you, in the situation they are in.

Leaders learn to:

• Practise effective coaching skills with a simple framework
• Flex style to the situation and the person (situational leadership)
• Overcome resistance to coaching.

Trust and Accountability as Organizational Mindsets

Build the shared mindsets of trust and accountability that let an organization hold its course under pressure.

Leaders learn to:

• See trust and accountability as organizational mindsets, not individual traits
• Spot how structures, decisions and leadership behaviors build or erode them
• Define what the executive team will model and measure.

Seeing the System

Seeing Systems

See the system you lead in, and where to intervene in it.

Leaders learn to:

• Identify interdependencies, connectedness and points of influence
• Understand the levels of systems and choose the level that gives the most leverage
• Learn how, where and when to intervene.

Adapting Past Organizational Competing Commitments

Competing Commitments: Organization

Surface the commitments that keep the organization from the change it wants.

Leaders learn to:

• Apply the framework at the organizational level
• See how competing commitments show up in culture, structure and decisions.

Shaping Strategy

Systems Planning

Plan strategically with a systems approach.

Leaders learn to:

• Learn and practice the Systems Planning Model
• Apply it to strategic planning in any environment
• Lead strategically using a systems approach.

Shaping Culture and Change at Scale

Leading Organizational Change

Align the executive team and lead culture change at scale.

Leaders learn to:

• Understand and apply change models
• Create alignment and engagement at the executive team level
• Define the critical drivers of culture
• Build a roadmap for large-scale change that fosters psychological safety.