How do we grow the performance and impact of our Board of Directors while recognizing that these are top executives from some of the most influential companies in the world who have seen, done, and achieved it all? 

Emerging leaders’ instincts are often to demonstrate care for their teams by protecting them from organizational complexity, shifting strategies, and changes in directions. 

A pseudo-aligned team appears cohesive, collaborative, and productive on the surface, rarely disagreeing. 

High-performing, high-impact teams are often misaligned.

Emerging Leaders have come into their leadership roles at a time where “coaching” is emphasized but often misunderstood or miscategorized as leading.

FROM: "We've got a lot going on; let's skip our meeting this week."

TO: "Our 1:1 meeting is one of the most productive meetings of the week."

Where are you adding processes instead of addressing performance?

Have you and a key partner gotten off to a bad start? Do you have a long standing partnership that has gone off the rails? 

A well-deployed cohort of Emerging Leaders can have a tremendous impact on organizational results. Still, many Emerging Leaders face challenges in delivering on their expanded areas of influence. 

Start with curiosity. Ask about their leadership journey, their hopes, their concerns. Learn what is important to them about “the work” and how to best do that work together.