executive development

Much has been written on the topic of leadership. In an organizational context, I see leaders having to navigate the following four layers at any point in time: leading SELF (think of self-regulation, self-development, Exec coaching, etc.), leading a TEAM (think of team dynamics, creating team norms, running regular team meetings, defining team OKRs, etc.), leading an ORG (think of defining the org culture, communication and decision making structures, managing managers of managers, etc.) and leading within the SYSTEM (think of company planning, budgeting, inter-team collaboration, how the org is nested within the larger system, etc.). Any of these layers should be addressed via leadership principles / expectations, development opportunities and accountability measures. 

Additionally, it's critical to explore synergies and/or frictions in-between layers (depicted via lighting symbols in the below visual) to enable systemic transformations. A synergy might be a leader's self-development as they explore and improve how they're running their organization. Meanwhile, friction may emerge between leading a team that is generally operating on a "launch & iterate" philosophy while the system is aiming towards product excellence. The interplay between these layers creates both synergies and tensions that leaders must navigate skillfully, treating potential friction points not as problems to solve but as polarities to manage through balanced leadership approaches.

[example] Articulation of "Inspirational Leadership" expectation

[example] Leadership Development Program Outline & Timeline