One-to-one executive coaching
Sustained work with a single leader through a transition — from the disorientation of
new terrain to the coherence of leading as yourself at the new altitude.
This is for you if
- You have stepped into a role that is bigger than the one you know how to do, and the gap is
not closing as fast as you expected
- You are competent and successful, and something quietly important feels missing
- You are asking questions about direction and meaning that your current role has no place
to put
- You are leading across cultures and carrying a complexity that standard leadership advice
does not name
How it works
We begin with the LTQ Self-Assessment and a conversation about what it surfaced. From there the
work is shaped around your stage and the layer most in need of attention — identity,
relationships, or your standing in the wider system.
Engagements start at six to twelve months. Session rhythm is set with you rather than fixed in
advance, because what a leader needs in the first month of a new role is not what they need in
the eighth.
The role changes on announcement day. The identity changes through deliberate,
sustained inner work.
That is why this is not a six-session engagement. Identity moves more slowly than circumstance,
and the work takes the time it takes.
What changes
Leaders finish this work able to name what is happening to them, having released the version of
themselves the last role rewarded, and carrying a method they can use again. The last part
matters most. The stages are not a ladder you climb once — each new role begins a new
Taking-Off, at a higher altitude, with more of yourself to bring to it.
Group executive coaching
The same work, with a small cohort of leaders moving through transitions at the same time.
Groups are capped at fifteen. That ceiling is deliberate: this is coaching, not teaching, and
every person in the room needs to be heard rather than addressed.
Where this fits
- A cohort of newly promoted leaders who would otherwise each work it out alone, slowly
- A high-potential group being prepared for roles they have not yet been given
- A leadership population going through the same restructure, merger, or new mandate
What the group adds is recognition. Leaders discover that the disorientation they assumed was
personal is structural — and that the person across the table is in the same stage,
asking the same question.
Workshops
The LTQ framework applied with a team or a leadership population — in your context, with
your language and your constraints.
Where this fits
- A leadership development program that needs a transition module with substance behind
it
- A team in the middle of a restructure, a merger, or a new mandate in the same seats
- An organization building transition capability rather than handling transitions case by
case
Sessions are built around the three stages and the three layers, using the same assessment and
the same language as the book — so participants leave with a shared vocabulary for
something they previously had no words for. That shared vocabulary is often the durable
result; teams keep using it long after the session ends.
Speaking and facilitation
Keynotes and sessions on leadership transition for conferences, leadership programs, and
organizations — for any size of room.
Topics drawn from the book
- This is a stage, not a verdict. Why leadership transitions feel like
personal failure, and what is actually happening.
- The capability that got you here is the thing in your way. Identity, and
the work of releasing a self that has been rewarded for years.
- Competence is not the same as coherence. Why successful leaders stall, and
what the quiet signal is asking for.
- Leading across cultures in transition. The extra layer carried by leaders
formed in one context and leading in another.