FOR ORGANIZATIONS
Your strategy has changed. Have your leaders?
Perhaps your business is growing, shifting, or reorganizing. Whatever the change, a new strategy often asks something different of your leaders than what’s been required of them before.
Your team is full of talented people. And yet the same patterns keep showing up. Difficult conversations get avoided, slowing down decisions that need to be made. Senior leaders advocate for their functions instead of leading the whole business. Everything is urgent, leaving little room to think, experiment, or innovate. A leader who is brilliant in many ways becomes the bottleneck in others.
Under pressure, we reach for what we know
The decisive leader becomes more decisive. The collaborative leader keeps seeking consensus. The person who gets things done takes on even more. The senior team agrees on what matters for the whole business, but once everyone is back in their day-to-day roles, the view can narrow again to their own function, priorities, and pressures.
Can they hold both the functional and enterprise view? Can they stay curious when they’re certain they’re right? Can they make the call when consensus isn’t coming? Can they step back when their instinct is to take over?
Sometimes people genuinely need new skills. But often, the harder part is doing something different when the pressure is on.
That’s the work: expanding what people and teams are able to do, so the strengths and habits they already rely on aren’t their only options.
Development that starts with what the business needs to thrive
I’m not particularly interested in teaching trust, communication, or leadership in the abstract. I want to understand what the business is trying to accomplish, what that requires from its people, and where the way they’re working today could get in the way.
From there, we look at what’s actually happening. Where are decisions getting stuck? What conversations aren’t happening? Where are people working at cross-purposes? What keeps falling to the same few people? Where is urgency getting in the way of good thinking?
And then we ask:
What needs to change in how people lead and work together to make this possible?
The answer will be different in every organization. A leader may need to become clearer, more boundaried, or more decisive. A team may need to work through disagreement without getting stuck in it. A senior team may need to stop leading primarily from the perspective of their individual functions and start making more decisions for the whole business. Or people may simply need enough space to stop reacting to the latest fire and think about what actually matters.
The work follows the business problem, not the other way around.
More range means more ways forward
The things that make people and teams successful can also become the things they over-rely on. Under pressure, people reach for familiar strengths, teams fall into familiar patterns, and organizations keep working in familiar ways.
The work is about creating more options. A decisive leader can make the call and know when to stay curious. A team can move quickly without letting urgency crowd out good thinking. People can disagree without avoiding the tension or getting trapped in it. A senior team can bring deep expertise from their individual areas and still think together about what’s best for the whole business.
This isn’t about prescribing one right way to lead or work together. It’s about being able to notice what’s happening, recognize when the usual response isn’t working, and do something different. (and have access to more ways of responding.)
For the business, that means more ways to solve problems, make decisions, work through complexity, generate new ideas, and respond when circumstances change.
The more options people have, individually and together, the more possibilities the business has.
Ways we work
EXECUTIVE COACHING
One-on-one coaching for leaders navigating growth, change, difficult relationships, bigger responsibilities, complicated decisions, power, and the very human realities of leadership.
This isn’t leadership 101. It’s work for accomplished people who may not need another skill as much as they need to see something they haven’t seen, work differently with the people around them, or find another way through a challenge that matters.
TOP TEAM WORK
A strategy is only as strong as the team responsible for bringing it to life. I work with CEOs and senior teams to understand what they’re trying to accomplish together, what’s happening between them now, and what may need to change.
That might mean finally having conversations that have been avoided, getting better at disagreeing without getting derailed, making decisions more clearly and quickly, or learning to lead the whole business while still leading their individual functions.
Ultimately, the team needs to be able to do together what none of its members can do alone.
TEAM + LEADERSHIP DEVELOPMENT
LFG Collective designs development around the real challenges people are facing at work. Rather than starting with a prepackaged curriculum, we start with what people actually need to be able to do differently.
That could mean leading together more effectively, making better decisions under pressure, working through conflict, getting out of constant urgency, making room for better ideas, or changing patterns that keep getting in the way.
The work can take the form of a focused workshop or offsite, a leadership cohort, or a longer development experience. I also work with teams over time through team coaching, giving them a place to work on how they’re leading together while they’re doing the actual work of the business. These engagements may unfold over a year or longer, giving us time to see patterns emerge, work with them in real time, and practice something different.
For larger or more complex engagements, I also work with trusted collaborators, including BRIDGE Partnership, to bring together the right team for the work.
WOMEN’S LEADERSHIP
I create experiences for accomplished women navigating leadership, ambition, power, identity, relationships, and responsibility.
None of us develops in a vacuum. The ways women learn to use their voices, hold power, take up space, care for others, and get things done are shaped by the families, workplaces, cultures, and systems we’ve lived inside. So we look at both the individual and the environment: what have I learned to do to succeed here, what has it made possible, and where might I want more choice?
There’s no one right way for a woman to be powerful. The work is about seeing more clearly what has shaped you, finding ways to use your voice, judgment, relationships, and power that feel genuinely your own, and using them to influence what happens around you.
SPEAKING
Thoughtful, slightly provocative, deeply human, experiential talks for company events, offsites, leadership programs, conferences, and professional communities.
The goal isn’t another lecture on how to perform. It’s an experience that expands people’s range and creates more choice in how they lead and work together.
A different kind of development experience
My work brings together depth and practicality. We pay attention to what’s happening in the room and underneath the surface, without losing sight of what people are actually here to accomplish.
People don’t just sit and listen. They notice, reflect, experiment, talk to one another differently, and practice new ways of responding in real time.
Then we bring it back to the work. What changes on Monday? What conversation needs to happen? What decision needs to get made? What does this team need to do differently to execute the strategy?
If your strategy requires something different from the way your people are leading and working together today, let’s talk.
Curious what this could look like in your organization?
If your business is asking something different of your people,
I’d be delighted to hear what’s changing and explore what kind of work might be useful.