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I coached a CEO who believed his team trusted him completely. His reasoning was simple: nobody ever challenged him. Meetings ran smoothly. Decisions moved quickly. He took the absence of pushback as proof that everyone was aligned.
When we conducted a 360-degree assessment, the truth was very different. His team wasn’t aligned. They were careful. One senior leader put ...
We were conducting an employee survey for a company with multiple locations when something caught our attention. One location’s scores were significantly lower than those at every other site, particularly in the leadership section. The HR director was surprised. The company had invested heavily in its culture. The values were clearly stated. Leadership development had been a ...
Most leaders believe their team trusts them. Most of them are at least partially right.
That’s not an indictment. It’s a structural reality. As leaders rise, the feedback they receive gets filtered. People stop saying what they actually think. Disagreement gets softened. Problems get managed before they reach the top. Leaders interpret the absence of pushback as alignm...
We get called in for two reasons when a leader has a high need to be liked. Either the department is not meeting its goals, or the top performers are leaving. Sometimes both are happening at the same time. When we dig into what’s driving it, the pattern is almost always the same. The leader is well-liked, genuinely warm, and deeply invested in their team’s happiness. And beca...
The leaders most at risk of burning out in your organization are not the ones who are struggling. They are the ones who are succeeding.
Your strongest leaders are the ones absorbing the most pressure. They take on the hardest problems. They cover the gaps around them. They show up prepared, stay late, and rarely complain. And because they keep delivering, most CEOs ass...