NAME WHAT IS ACTUALLY HAPPENING. THEN RUN THE REPS.
Most leadership problems are misnamed before they are mishandled. I work with leaders, and with the organizations around them, to name what is actually happening, then build the reps that change it.
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Chief People Officers, Heads of Talent and CEOs call me when an organization needs leadership capability it does not yet have, and needs it to outlast the engagement. Sometimes that starts with one leader in a consequential season. Sometimes it is an intact senior team that has stopped telling each other the truth. Often it becomes the layer between the executives and the floor, where most of a company’s leadership actually happens and almost none of its attention goes. It has run that way at Blavity and at the NBA Foundation.
My path runs through rigor and artistry both. Strategy and operations at Deloitte. General semantics at Coro, where I first learned that the words a group has available decide what it can see. An MPhil in music at Columbia, and doctoral work in ethnomusicology. Adaptive leadership under Zander Grashow. Somatics at the Strozzi Institute. Guest faculty at Carnegie Mellon, teaching Leadership in Action. Retreats run with the Esalen Institute.
The blend is the point. Strategy tells you what the problem is. Somatics tells you why the body has already decided against the plan. The arts give people a way to say the thing they cannot say in a status meeting. Brought to the same problem, they move what none of them move alone.
I build so the work runs without me: capability models, manager curricula, learning pathways, facilitator guides, and a facilitation team trained to carry it. Leaders come to me when pushing harder has stopped working. What they leave with is not inspiration. It is language for what is actually happening, and the practice to do something about it.
One Leader, One Team, Or Your Whole Leadership Layer
Strategy, somatics and the arts, brought to the same problem. Fifteen years of it, thirty-five programs, three thousand leaders a year, and a facilitation team trained so the work runs without him in the room.
One leader
Coaching through a consequential season: a new mandate, a hard team, a decision that will not resolve. Somatic work alongside the strategic, because the body commits before the plan does.
One team
Intact senior teams through three to six session arcs on alignment, decision rights, trust and repair. Adaptive leadership, learned under a co-author of the field's standard text.
Your leadership layer
Cohort programs, manager curricula, learning pathways and facilitator guides, built for the tier between your executives and the floor, then handed over so they run without the person who designed them.
Selected clients
Pinterest, Workday, Honda, Verizon, Target, The New York Times, Lionsgate, Carta, NBA Foundation, Blavity, GLAAD, James Beard Foundation, National Center for Family Philanthropy.
The stack behind it is not the usual one: strategy at Deloitte, general semantics at Coro, doctoral work at Columbia in ethnomusicology, adaptive leadership under Zander Grashow, and retreats run with the Esalen Institute.
Delivered across the United States, the United Kingdom, Europe, South Asia, Africa and Australia.
