Author name: Catherine

Many people think power is exhilarating. They imagine the CEO’s office as a place of influence, certainty, and control. A corner office. A powerful title. A sense of having “arrived.” But I’ve been in that room, many times – coaching the person in the chair. And I’ll tell you a truth we rarely speak out loud: Leadership can be excruciatingly lonely. Not because the person is broken. But because the system they sit in wasn’t built to hold their humanity. The Hidden Cost of Power We live in a world obsessed with leaders. We analyze their strategies. Quote their mantras. Celebrate their confidence as if it were invincibility. But behind closed doors? I see something different. CEOs making existential decisions without a single safe space to think. Boardrooms filled with pressure, but no empathy. Brilliant, high-performing leaders who doubt themselves deeply, but can’t show it, because even a flicker of uncertainty is seen as weakness. This is the hidden tax of power. And if we don’t talk about it, we’ll keep producing leaders who are brilliant on the outside – but quietly breaking on the inside. A Conversation I’ll Never Forget A global CEO once walked into our first session. He shook my hand, smiled – a little too quickly, and said: “I have 70,000 people looking to me for certainty. And I haven’t felt certain in two years.” He wasn’t failing. His business was thriving. But he hadn’t slept properly in months. He hadn’t told his spouse how anxious he felt. He hadn’t had a single conversation where he wasn’t the one holding it all together. This isn’t rare. This is common. But it’s hidden under polished language, high performance, and power poses. Why It Happens The higher you rise, the fewer people will tell you the truth. The more you’re rewarded for decisiveness, and the less space there is to be real. Leadership glorifies strength. But rarely makes room for vulnerability. So leaders, especially at the top, begin to split: Outwardly certain. Inwardly isolated. They carry the burden of being the answer, while wrestling privately with questions no one knows they’re asking. This isn’t just emotional. It’s neurological. Under chronic pressure and image management, the brain begins to shut down systems essential to empathy, trust, and creativity. What It Costs When leaders disconnect from themselves, they start to disconnect from the people they lead. Cultures turn cold. Teams burn out. Innovation slows, not because of a lack of talent, but because fear took the place where trust should have been. The loneliness of leadership isn’t just a personal toll. It becomes an organizational disease. What We Must Change We don’t need our leaders to be superheroes. We need them to be whole. That begins with giving them permission to be human. To ask not only: “How are your numbers?” But also: “How are you —- really?” We need to design spaces not just for performance, but for reflection. Not just for execution, but for soul-anchoring. Coaching isn’t a perk. It’s emotional infrastructure. Done well, it allows powerful people to hold power with integrity, without losing themselves. A Call to Conscious Leadership So the next time you see someone in power, don’t assume they’re invincible. Assume they’re carrying more than you know. Assume they need space to be honest, not just impressive. Because the real work of leadership isn’t about appearing strong. It’s about staying whole when everyone expects you to be unbreakable. The leaders who will shape our future? They won’t be the ones who hide their humanity. They’ll be the ones who lead with it.

What happens when a CEO of 20+ years suddenly exits? I witnessed the aftermath firsthand, and it wasn’t pretty. Recently, I coached a new CEO stepping into the enormous shoes of a predecessor who had led for decades. The challenge wasn’t just daunting. It was like fighting a ghost that haunted every corridor of the organization. The Shadow CEO Effect This new leader wasn’t just managing a company. He was battling an invisible force: • “We’ve always done it this way”became the unofficial company motto • Every decision was measured against an idealized memory of the former leader • Innovation stalled as employees unconsciously resisted change • The new CEO’s words: “I’m racing against a shadow CEO who isn’t even here” The Real Problem? No Succession Plan! [The cost of poor succession planning isn’t measured in months, but in years of lost momentum.] The organization had committed the cardinal sin of leadership transitions: treating succession as an event rather than a process. The previous CEO had built an impressive legacy, but failed to prepare the organization for life after their departure. What should have been a seamless transition became a painful identity crisis. Three Critical Lessons for Every Organization 1. Start planning for succession on day one Marathon CEOs create marathon-sized voids. The longer a leader stays, the earlier succession planning must begin. Don’t wait until retirement announcements – by then, it’s already too late. 2. Communication prevents chaos During my client’s transition, the lack of clear messaging created a vacuum that quickly filled with uncertainty.  The best succession plans include robust communication strategies that begin long before the handover. 3. Onboarding isn’t just for entry-level employees My client received a brief handover and was essentially told “good luck.”  Even experienced executives need structured support when stepping into legacy roles. Comprehensive onboarding and executive coaching should be non-negotiable components of succession. Reflection: The Legacy Beyond Leadership A Marathon CEO’s influence doesn’t simply vanish when they step down. It lingers, leaving an indelible mark on the organization long after their departure. The true measure of their leadership is not just the years they served, but in how they prepared the organization to thrive in their absence. Did they cultivate a culture of resilience? Did they leave behind a system that would support new leadership and enable future growth? These are the questions that truly reflect the power of their tenure. The test for any organization is whether it can not only survive but thrive after a legacy leader leaves. This experience has been a powerful reminder: Effective succession planning isn’t just about filling a role – it’s about ensuring that the organization remains flexible, adaptable, and empowered, regardless of who sits in the CEO chair. As new leaders step into these challenging transitions, the key to their success isn’t just the will to break free from the past, but the foresight and support needed to create something new -something even greater. In the end, leadership isn’t just about carrying a torch; it’s about lighting a new fire. The Ultimate Test of Leadership The true measure of a CEO isn’t just what they build during their tenure. It’s whether what they built can thrive without them. The most powerful question any long-serving leader should ask: “Am I creating a company that can surpass my own achievements after I’m gone?”

One of the CEOs I coach said something recently that really hit home: “Some days, I feel like an overworked magician. Everyone expects magic – boards, investors, my team- but I’m running low on tricks.” I’ve heard versions of this from so many leaders I work with. Having spent years in the trenches with top execs around the world, I can tell you- it’s a perfect way to sum up what it’s like to lead today. You’re on stage, lights blazing, and everyone’s waiting for you to pull off the impossible. But The pressure doesn’t let up, the challenges keep shifting, and CEOs are left figuring out how to keep it all together. Based on the real conversations I’ve had in my coaching sessions, here are the 7 big things keeping CEOs up at night – and what I’ve seen work to tackle them. Let’s dive in. 1. Business Models Aren’t What They Used to Be What got a company to the top doesn’t always keep it there. Industries are changing fast: think how online shopping has shaken up retail or how customers now expect everything to be eco-friendly. I coached a tech CEO whose main product, a huge moneymaker for years, lost nearly half its customers to a newer competitor. He had to rethink the whole business, without messing up what was still working. It’s tricky. You’ve got to try new things, like adding services or shifting markets, while keeping the core steady. From what I’ve seen, the best CEOs don’t panic- they test small changes, see what sticks, and let go of old ideas that don’t fit anymore. What’s one piece of your business you’re rethinking right now? So key points: 2. Growth Feels Out of Reach Since COVID, growing the old-fashioned way – more sales, more customers- has gotten tough. Costs are up, people are cautious, and cutting budgets only goes so far. I work with a manufacturing CEO who’s looking at buying another company to grow, but it’s a big risk, and the board didn’t buy in. CEOs are juggling options like expanding overseas or launching new products, but every choice feels like a leap. What helps, I’ve noticed, is breaking it down – picking one move, planning it out carefully, and being ready to adjust if it doesn’t work. What’s the next step you’re considering to grow? So, key points: 3. Keeping Good People Is a Battle Talent today wants more than a paycheck. They’re looking for a purpose they believe in, flexibility to live their lives, and leaders they actually respect. It’s so different from when I started out- or even from what many CEOs I coach expected back in the day. One fintech CEO I work with lost two key team members because a competitor offered them a bigger mission – something about making finance greener. It was a wake-up call. You’ve got to build a place where people want to stay – give them a reason to care and room to breathe. Are your best people sticking around because they want to, or just because they have to? So, key points: 4. Boards and Investors Want Results Yesterday Big changes take time, or years, even. But boards and investors are focused on the next quarter. I coached a retail CEO who’s pushing hard to go digital, and her board loved it until sales dipped for a couple of months. Suddenly, it was all about “fixing the basics” instead. It’s a constant push and pull: keep the numbers up now or lose trust, chase the future or lose ground. The CEOs I see handling this well are upfront with their boards- they explain the plan, show small wins along the way, and get everyone on the same page. How do you keep your board happy while staying focused on the big picture? So, key points: 5. AI and Tech Are a Lot to Handle AI is everywhere, changing how companies run- think smarter customer service or faster decisions. But it’s not easy to figure out. One CEO I coach jumped into an AI project that didn’t click with customers and cost a ton. Another waited too long and watched a competitor pull ahead. It’s a balancing act; don’t overdo it, but don’t ignore it either. The leaders I work with who get it right start small, maybe a pilot project, then build from there. They’re not afraid to ask questions and learn as they go. Where do you stand with tech in your company? So, key points: 6. Leading Can Feel Really Lonely The higher you go, the fewer people really understand what you’re dealing with. You’ve got the whole company on your shoulders: money, jobs, direction, but who do you talk to? Your team needs you to be strong, your board needs answers, and even friends outside work don’t always get it. A CEO I coach, she’s been at it for decades, told me our sessions are the only place she can let her guard down. It’s why I do this work. You need a space to think out loud, whether it’s with a coach, a mentor, or other CEOs who’ve been there. Who do you turn to when it gets heavy? So, key points: 7. Great Ideas Don’t Always Happen Every CEO I coach has big plans: new markets, better systems, you name it. But making them real? That’s where it gets tough. Teams get stuck in their own worlds, decisions take forever, or people push back on change. I worked with a healthcare CEO whose telehealth idea was a game-changer, until her managers wouldn’t let go of the old ways. It’s all about getting things done. The best CEOs I see break through by setting clear goals, checking in often, and keeping everyone accountable. Where’s one place your plans aren’t moving forward, and what’s holding it back? So, key points: So Dear CEOs, These challenges aren’t going anywhere; they’re part of the job now. But they’re also chances to

As a CEO, the challenges you face are unlike any other in the organization. From driving growth in volatile markets to making high-stakes decisions, the demands on your time and attention are relentless. Yet, what often gets overlooked amidst these pressures is how managing your emotions and energy can directly impact your effectiveness as a leader. This isn’t just about personal wellness—it’s about how you show up every day, how you make decisions, and how you inspire those around you to perform at their best. Every decision a CEO makes has a ripple effect, not just on the organization but on the people who work within it. Emotional agility is the ability to navigate the highs and lows, staying balanced in the face of uncertainty or stress. CEOs often deal with intense pressure, and when emotions aren’t managed properly, they cloud judgment and affect the quality of decision-making. Why it matters: • Clarity of thought: Emotional regulation helps you maintain clarity in complex situations. Even with all the necessary data in front of you, if negative emotions or stress are unchecked, they can cloud your ability to process the information effectively, detaining you in decision-making. • Resilience: It enables you to recover from setbacks quickly and maintain momentum. • Influence: When you lead with emotional intelligence, you inspire confidence and trust within your team. The energy you bring to your leadership role is just as crucial as your strategies or vision. Energy isn’t just physical – it’s emotional and mental. How you manage it determines your stamina and ability to engage your team, especially during challenging times. Why it matters: • Sustaining momentum: CEOs often face long work hours and immense pressure, and maintaining high energy is essential to keep the organization moving forward. • Inspiring others: Your energy sets the tone for the entire organization. When you bring focused, positive energy, it cascades down to your leadership team and beyond. • Avoiding burnout: The ability to recharge—both mentally and physically—prevents burnout and allows you to consistently show up as your best self. Managing your emotions and energy begins with self-awareness. Successful CEOs understand that how they manage themselves sets the tone for the entire organization. Recognizing when you’re feeling overwhelmed or depleted is key to knowing when to step back, recharge, or change your approach. Practical tips: • Daily reflection: Take a few minutes each day to assess how you’re feeling emotionally and physically. This will help you stay tuned in to what’s draining or fueling your energy. • Embrace mindfulness: Techniques like mindfulness or meditation can sharpen your emotional regulation and reduce stress. • Set boundaries: Know when to say no and when to delegate tasks to avoid spreading yourself too thin. Managing emotions doesn’t mean suppressing them – it’s about being aware of them and using them to your advantage. Empathy, in particular, is crucial for CEOs, as it allows you to connect with your team on a deeper level. When you show empathy, it fosters trust and openness, and in turn, your team feels supported and valued. Balancing empathy with strategic decision-making ensures that your emotional intelligence complements your leadership. This balance helps create a culture of loyalty, engagement, and innovation. CEOs who model emotional regulation and energy management create a ripple effect throughout their organization. When your team sees you balancing your own emotional well-being with the demands of leadership, they are more likely to do the same. This fosters a healthier, more engaged workforce that can better handle the stresses of business. The true measure of a CEO’s success isn’t just in the results delivered but in the way they lead, especially in times of stress and uncertainty. Managing your emotions and energy isn’t a soft skill – it’s a leadership imperative. When you lead with emotional intelligence and consistently manage your energy, you’re better equipped to make sound decisions, inspire your team, and sustain long-term success.

In today’s hyper-competitive world, status often appears to be the ultimate prize. Titles, accolades, and social recognition are frequently seen as the definitive markers of success. Many individuals and leaders become caught in the cycle of chasing status, driven by the desire for external validation and the need to prove their worth. However, in this relentless pursuit, we often lose sight of something far more important: the impact we have on others, our organizations, and society at large. 1. The Mirage of Status Status can be alluring. It’s easy to get swept up in the accolades, promotions, and the outward symbols of success that signal to the world that we’ve “made it.” But what happens when the applause fades, and the title no longer holds the same weight? Chasing status is a never-ending race because there will always be someone with more—more influence, a higher position, or a greater recognition. The danger lies in the fact that status is ultimately a mirage. It’s fleeting and often devoid of true meaning. The constant pursuit of it can lead to burnout, disillusionment, and a sense of emptiness. More importantly, it can distract us from what really matters: making a lasting, positive impact. 2. Shifting the Focus to Impact Impact, unlike status, is about leaving a legacy that transcends titles and accolades. It’s about the meaningful contributions you make to your team, your organization, and society.  Impact is felt in the positive changes you inspire, the growth you foster in others, and the problems you solve.  It’s not about how many people know your name but how many lives you’ve touched in a meaningful way. When you focus on impact, you shift your perspective from “What can I gain?” to “What can I give?” This mindset change can lead to more fulfilling work, stronger relationships, and a deeper sense of purpose. It encourages us to be more authentic leaders- those who lead with empathy, vision, and a commitment to something greater than ourselves. 3. How to Prioritize Impact Over Status  🔹 Define Your Purpose: Start by clarifying your purpose.  What drives you beyond the pursuit of titles and recognition?  Understanding your deeper motivations will help you stay grounded and focused on what truly matters.  🔹 Measure Success Differently:  Redefine what success looks like for you. Instead of focusing on promotions or public recognition, consider the impact you’re making in your role. Are you helping others grow? Are you contributing to meaningful projects?   🔹 Lead by Example: As a leader, you have the power to shift the focus from status to impact within your organization. Encourage a culture where success is measured by the value created rather than the titles earned. Celebrate team achievements, collective wins, and personal growth.   🔹 Build Lasting Relationships: Status can be isolating, but focusing on impact fosters connection. Build relationships based on mutual respect and a shared commitment to making a difference. These connections often lead to more opportunities and greater fulfillment.   🔹 Stay True to Your Values: In a world obsessed with status, it’s easy to lose sight of your values.  Regularly reflect on your decisions and actions to ensure they align with your core beliefs. This alignment will keep you focused on impact rather than getting caught up in the pursuit of status. 4. The Ripple Effect of Impact When you focus on impact, you not only enrich your own life but also create a ripple effect that influences others. Because your heart and commitment to making a difference are so strong and compelling, they inspire those around you to do the same. And this fosters a culture of purpose-driven work, where the collective goal is to create something meaningful and lasting. As discussed with those CEOs, status is temporary, but the impact you make can last a lifetime and beyond. I honestly believe that while our world seems to struggle to hold things and people together, now it’s time to stop chasing status and start focusing on what truly matters: Laving a positive mark on the world!

Last week, I had the privilege of speaking to a group comprising first-time CEOs and CEOs-to-be at a privately organized conference. I focused on the often-overlooked human aspects of why coaching is essential for those at the top. In this challenging business environment, amid economic downturns, CEOs undoubtedly need support in navigating complexity, strategic planning and innovation, talent management and succession planning, digital transformation and cybersecurity, ethical leadership and corporate social responsibility, cultivating leadership resilience, work-life balance, and well-being. These are common areas where coaching is crucial. However, I addressed coaching needs from a human perspective. CEOs, despite their positions, are human. They face unique challenges that require more than just strategic and operational guidance. Here’s why CEOs are increasingly turning to coaching: 🧠 Identifying Blind Spots: Every leader has blind spots, as everyone does, because no one can see what’s on their own back. Blind spots are areas that leaders are unaware of but are crucial to their success. I can humbly say that for nearly every CEO I have coached, I have pinpointed at least 1-2 significant things they were not aware of but were critical to their business, key high-potential talents, organizational culture, or decision-making. Some leaders even experienced cold sweats when I presented these blind spots to them because if they continued that way, the impact could significantly damage their people and, consequently, their business. Interestingly, in every scenario, we did not plan to identify blind spots. This means it’s not that we agreed in advance, “Okay, in today’s session, we are going to identify your blind spots.” Coaching doesn’t work like that. Usually, when they have something in mind to speak about for each session, I listen to them, and while I am listening, I grasp something that doesn’t seem right. And then I pinpoint those things to them. As a result, they start becoming aware of those issues. So, it is totally spontaneous to identify their blind spots. By pinpointing these critical areas, CEOs can make informed decisions that significantly impact their organizations and personal growth. 🚧 Overcoming Personal Barriers: Often, leaders logically and rationally understand the direction they and their organizations need to head in and also know what actions they need to take, but they’re just not moving forward. Why? It’s because their personal barriers are hindering them. They know what they need to do, but they are just not able to do it. They are held back by personal barriers. What causes personal barriers? Everyone has life and work experiences, especially senior executives with decades of experience. We say “our history shapes us,” so whatever happened in the past significantly impacts them. I have encountered some leaders who are still simply affected and mentally locked by mistakes they made 20 years ago. You can see that personal barriers are a big culprit in leadership effectiveness. Coaching helps them address these internal obstacles, enabling them to move forward with confidence and clarity. 🤔 Getting Aware of Unconscious Biases: Our brains process only a fraction of the information we receive, leading to unconscious biases that influence decision-making. We receive 11 million bits of information every moment, and our brains can only process 40 bits. You can see that our brains are hugely overloaded. However, the brain has to deliver something to us because we are the master – our brain only serves us – then the brain has no choice but to make shortcuts in processing all the information. That’s also how unconscious biases are caused. Coaching helps leaders recognize and mitigate these biases, fostering more objective and effective leadership. All the aspects we’ve been discussing are not intentional decisions made by any CEO. They are simply part of human nature or occur unconsciously. The reality is, even though we may not be aware of them, they continuously impact our decision-making processes. Now, consider that CEOs are also subject to these influences. 🗣️ Seeking a Sounding Board: Leadership can be isolating, especially for those at the top of the pyramid. CEOs often make high-stakes decisions with limited feedback. Coaching provides a safe, confidential space to explore ideas, challenge assumptions, and gain valuable insights. This sounding board helps leaders clarify their thoughts and make better decisions. 💪 Emotional Support: The pressure and responsibility of the CEO role can impact emotional well-being. Coaching offers a supportive environment where CEOs can express feelings, vent frustrations, and build resilience. This emotional support is crucial for maintaining a positive mindset and managing stress. In addition to addressing these human aspects, coaching also helps CEOs align with their core values, achieve work-life balance, and pursue long-term fulfillment. It was an honor to share these insights with new leaders, emphasizing that even at the highest levels, the human side of leadership is what truly drives success. Remember, behind every great leader is a great coach (I’m not joking😐), helping them to see and reach their fullest potential.

I often get asked: “Catherine, what’s the difference between Life Coaching and Executive Coaching?” It’s a question worth unpacking, because the distinction can be the difference between mere reflection and true transformation. Life Coaching vs. Executive Coaching: More Than Semantics ◀️ Life Coaching focuses primarily on asking questions that prompt self-reflection. It helps people navigate personal goals or life transitions. ▶️ Executive Coaching is far more than questions. It combines: In short, Executive Coaching is designed to develop leaders in their full professional, personal, and organizational context, not just in their personal lives. 1️⃣ Focus: Holistic Leadership Development Executive Coaching addresses three interconnected areas: ♥ Personal Development – This goes beyond reflection. It’s about uncovering blind spots, breaking personal barriers, and recognizing unconscious biases. Even seasoned CEOs often underestimate these. For example, I’ve guided leaders who were convinced they were “beyond coaching.” Yet, within a single session, we uncovered blind spots that, if left unaddressed, could have negatively impacted business performance, culture, and high-potential talent retention. Personal development also includes mental, emotional, social, spiritual, and physical well-being. Leadership is demanding, and without attention to these dimensions, even the most capable leaders falter. ♥ Professional Development – Enhancing strategic thinking, organizational development, executive communication, stakeholder management, innovation, and execution. It’s about ensuring executives don’t just survive in their role; they thrive and elevate their teams. ♥ Leadership Development – Leadership is multi-layered: Even the most experienced CEOs benefit from systematic coaching at each of these levels. Transformation rarely comes from insight alone—it comes from guided, intentional development. 2️⃣ Expertise Matters Executive Coaching demands more than intuition; it requires deep expertise: I recall coaching a CEO who had built a billion-dollar business. On the surface, everything looked flawless. Yet during our sessions, I noticed subtle patterns in how decisions were made, small blind spots that were creating friction in leadership alignment and slowing organizational agility. Addressing them transformed not just his performance, but the entire executive team’s impact. 3️⃣ Outcome Orientation: Transformation Beyond Metrics 💎 Executive Coaching isn’t about checklists or KPIs alone. It’s about holistic transformation: It’s rare. And it’s why leaders often describe Executive Coaching as “life-changing,” even if they entered the process skeptical. 4️⃣ Executive Coaching ≠ Consultant | Mentor | Life Coach Even the most credentialed coach cannot achieve executive transformation without corporate experience, leadership insight, and a deep understanding of human behavior. The Real-World Impact Consider this: I once worked with a CEO of a 15,000-person company. On paper, he was doing everything right. Yet, subtle blind spots were causing disengagement at senior leadership levels. Through coaching, he discovered new self-awareness, adjusted his approach, and within months, team engagement scores and business results dramatically improved. That’s Executive Coaching in action: spontaneous insights, deeply contextual guidance, and measurable transformation. 5️⃣ Guidance for Organizations Organizations must engage the right type of coach. Misaligned coaching wastes resources and risks leadership underdevelopment. Executive Coaches bring a rare combination of skill, insight, experience, and holistic perspective that transforms leaders, not just their outputs, but their influence, judgment, and impact. When your executives are fully developed, your organization doesn’t just perform; it thrives, even under pressure, uncertainty, and complexity. Executive Coaching is not a luxury. It’s a necessity for leaders who aim to leave a legacy, not just a ledger.

Last week, I had an interview with the CHRO of a global organization for their CEO succession work. Over the past decade, I’ve been interviewed countless times for executive development work, but this conversation with the CHRO delved deeply into my role as an Executive Coach. Her question was concise: “Catherine, what are your core values in your coaching work?” It made me pause and reflect deeply. After a moment, three pillars of my coaching philosophy crystallized, guiding my work with hundreds of CEOs and senior executives across 45 cultures. I’m thrilled to share these values, along with insights into my approach, to help you navigate your leadership journey. Here’s a glimpse into my world: 1. First and foremost, See Every CEO as Whole They’re not broken; they’re whole, not a project to fix. My role is to create a safe, reflective space where executives uncover their authentic selves, unlocking potential for impactful leadership. How I Coach Example: A tech CEO I coached discovered her collaborative strength, leading her company to a 30% revenue increase by empowering her team. 2. I choose clients to work with based on the purpose of their leadership I choose to work with CEOs whose leadership is driven by a genuine desire to create positive impact, not self-serving motives. Purpose aligns their decisions with meaningful outcomes for teams, organizations, and society. How I Select Clients: Example: I coached a healthcare CEO to align his company’s mission with patient care, resulting in improved outcomes and stakeholder trust. 3. I select clients to work with based on their ethics and integrity Integrity is non-negotiable. I partner with CEOs who uphold ethics, respect, and authenticity, ensuring their leadership fosters trust and sustainability. How I Ensure Fit: Example: A manufacturing CEO I coached implemented an ethical sourcing policy, enhancing brand reputation and employee morale. More About My Journey as a CEO Coach Beyond these core values, here are additional insights into my approach, shaped by questions I’ve fielded over the years: 4. Collaborate with Values-Driven Organizations I only work with organizations whose cultures prioritize ethics and impact. A $500 billion company once approached me for talent development, but their budget constraints signaled misaligned priorities. I walked away- my commitment is to transformative outcomes, not quick fixes. 5. Create Authentic Content Every post, article, and keynote I share comes directly from my experiences- absolutely no ghostwriters! My content reflects real coaching cases and research, written in stolen moments between sessions, travels, or family time. Typos happen (thanks for the kind corrections!), but my words are my own, ensuring authenticity. Simply put, how is someone else able to reflect my expertise, insights, or coaching experiences? The structure of my LinkedIn posts typically consists of two main parts: 6. Share to Empower, Not to Impress My LinkedIn posts aren’t about chasing followers—they’re about sharing lessons from coaching global CEOs to benefit leaders I can’t coach personally. My mantra: Speak for impact, not applause. Whether revisiting a topic or drafting new insights, my goal is to empower executives worldwide. • I speak to make a difference, not to draw a crowd. • I speak for the depth of impact, not for the breadth of reach. 7. Writing a Book -Someday I’m often asked about writing a book. It’s coming! Time management is my challenge, juggling coaching, research, family, and personal time. My book will be an authentic reflection of my coaching experiences, not a product crafted by others. I’m torn between a leadership-focused guide or a compilation of client stories- both will draw from my 10+ years of transformative cases. Once again, I won’t work with a ghostwriter. I do not view my book as a product, but rather as an art to craft, as the real case stories are from my memories and brain, and nobody else has the same ones. 8. My Role as an Executive Coach I’m not a life coach, health coach, or career counselor- I’m an Executive Coach focused on CEO and C-suite development. I publish contents, posts and articles, but I am not a content creator. My passion lies in two areas: Transforming Leaders, Moving the World Coaching CEOs isn’t just my job; it’s my calling. By seeing leaders as whole, partnering with purpose-driven executives, and demanding integrity, I help unlock transformative leadership that changes organizations and lives. Reflect on your journey: What core value can you lean into to elevate your leadership? Start by assessing your purpose or ethics in one decision this week.

One of the executive clients I met early this week inspired me to create this edition of the newsletter. His leadership style resonates deeply with the principles outlined in Liz Wiseman’s seminal work, “Multipliers: How the Best Leaders Make Everyone Smarter.” In Wiseman’s framework, she delineates between Multipliers and Diminishers, highlighting the profound impact each type of leader can have on their team’s potential. Multipliers, as the name suggests, possess the remarkable ability to amplify the intelligence and capabilities of those around them, tapping into the full spectrum of their team’s potential. On the other hand, Diminishers unintentionally stifle growth, limiting their team’s capacity to a mere fraction of what it could be. The numbers speak volumes: while Diminishers may access only 20% of their teams’ potential, multipliers extract a staggering 100%. Now, let’s delve into what attributes this executive client of mine embodies to be the Multiplier leader: 🔹 Talent Magnetism: He effortlessly attracts and retains top talent by demonstrating his authenticity, fostering an environment where his people feel empowered and motivated to excel. His team members once shared with me that he sits down with each member to understand their priority in life, what are their best time of working on a daily basis and then arrange work to fit the need of each member. 🔹 Liberating Leadership: By cultivating a culture of trust and autonomy, he liberate his teams to take initiative, make decisions, and contribute their ideas without fear of micromanagement. You can hear his empowering words often, “I trust your expertise in this area, so I’m confident in your ability to make the right call.” All of his team members are the owner of their own responsibilities, the leadership culture and mindset are strongly instilled across the organisation. 🔹 The Challenger Mentality: He challenges his team members to stretch beyond their comfort zones, encouraging continuous growth and development. He sets ambitious but achievable goals that push team members to go beyond their usual boundaries. These goals often encourage his team to step out of their comfort zones and learn much more they would have no opportunities to learn from. Such a great way to grow his people and make them strive for excellence. He has put tremendous efforts to create a culture in his organisation where failure is seen as a learning opportunity and encourage employees to experiment and think outside the box. 🔹 Fostering Debate: He embraces diverse perspectives and healthy debate, multipliers harness the collective intelligence of their teams to arrive at optimal solutions. He establishes ground rules for respectful communication and ensure that everyone has an opportunity to participate in discussions. This leader also encourages the team to work towards consensus by synthesizing different viewpoints and identifying common ground. His teams feel comfortable to compromise and collaboration, seeking to arrive at solutions that incorporate the best ideas from everyone involved. 🔹 Investment in Talent Development: He recognizes that the team’s success is intrinsically tied to individual growth, so he generously invest time and resources in developing the skills and potential of his people. His organisation not only provides excellent training and development opportunities, but also creates a mentoring culture through senior leaders volunteering in mentoring to junior and young leaders. They invest in high-stake coaching engagement to their leadership team so they can be more effective in leading and empowering their teams. While I continue to work with this executive client, he vividly reminds me of another world-class leader, Pat Gelsinger. Pat Gelsinger, the CEO of Intel Corporation, a an excellent example of a leader who embodies an Multiplier’s characteristics: Gelsinger’s leadership at Intel has been instrumental in driving innovation, cultivating a culture of excellence, and positioning the company for long-term success in the rapidly evolving tech landscape. While we are celebrating the power of multiplication in leadership, I would encourage you all to embody these attributes and evolve into a multiplier leader. As the leader, do remember that one of your fundamental roles is unlocking the full potential of your team so they can become the best version of themselves, grow into the future leaders and propel your organization to new heights of success.

We are living in a world centered with power and authority. However, is it what it means to lead? True leaders aren’t after power at all. They hold a strong purpose in creating a positive impact on others. They understand that their influence extends far beyond titles and hierarchies; it’s about the profound difference they make in people’s lives. Great leaders share power in multifaceted ways. They recognize that leadership is not a one-size-fits-all approach but a dynamic journey of adaptation and growth. Here’s how they do it: ⏺ Leading from the Front Sometimes, leaders need to step up and drive vision. They champion changes fearlessly, inspiring others to follow suit. Leading from the front is about setting the pace and embodying the values you wish to see in your team and organization. ⏺ Leading from the Side Collaboration is at the heart of effective leadership. Great leaders understand the power of partnership and actively engage with their team members. They listen, empathize, and work alongside others to achieve shared goals. Leading from the side means valuing the perspectives of every individual and harnessing the collective wisdom of the  team. ⏺ Leading from the Back True empowerment lies in giving others the space to shine. Leaders who lead from the back understand the importance of stepping back and letting others take charge. They provide support, guidance, and encouragement from behind the scenes, allowing their team members to unleash their full potential. As we delve into the multifaceted nature of leadership, it’s crucial to discern when and how to lead from various positions—front, side, and back. Let’s explore the nuanced scenarios where each approach shines brightest. Identifying the Right Moment: Before diving into specific situations, leaders must possess a keen awareness of their team dynamics, organizational goals, and individual strengths. Effective leadership requires adaptability and a deep understanding of when to step forward, stand beside, or support from behind. 1. Leading from the Front • Visionary Initiatives: When introducing bold initiatives or driving transformative change, leaders must lead from the front. By articulating a compelling vision and demonstrating unwavering commitment, they inspire others to rally behind them. • Crisis Management: In times of crisis or uncertainty, decisive action is paramount. Leaders must take charge, providing clear direction and instilling confidence in their team’s ability to weather the storm. • Driving Innovation: When pushing the boundaries of creativity and innovation, leaders must lead by example. By fostering a culture of experimentation and risk-taking, they empower their team to explore new possibilities and embrace unconventional solutions. 2. Leading from the Side • Collaborative Projects: In collaborative endeavors where diverse perspectives are crucial, leaders excel when leading from the side. By actively listening to team members, facilitating constructive dialogue, and fostering an environment of trust, they harness the collective intelligence of the group. • Cross-Functional Teams: When leading cross-functional teams with varying expertise and backgrounds, leaders must adopt a lateral approach. By embracing inclusivity and valuing each team member’s contributions, they create a sense of belonging and unity. • Change Implementation: During periods of organizational change, leaders must navigate complexity with finesse. Leading from the side involves soliciting feedback, addressing concerns, and co-creating solutions with stakeholders, ensuring buy-in and alignment at every step. 3. Leading from the Back • Empowering Others: To nurture a culture of empowerment and growth, leaders must sometimes take a step back. By entrusting others with autonomy and accountability, they cultivate leadership capabilities within their team and pave the way for long-term success. • Mentoring and Coaching: When guiding individuals on their developmental journey, leaders shine when leading from the back. By offering mentorship, coaching, and constructive feedback, they empower others to realize their full potential and achieve personal and professional growth. • Celebrating Team Success: In moments of triumph and achievement, leaders must graciously step aside and shine the spotlight on their team. By acknowledging and celebrating collective accomplishments, they foster a sense of pride, camaraderie, and shared purpose. Here are live examples illustrating each approach: 1️⃣ Leading from the Front Elon Musk: As the CEO of SpaceX, Elon Musk exemplifies leading from the front. His visionary initiatives, such as the development of reusable rockets and plans for interplanetary colonization, demonstrate his willingness to take bold risks and drive transformative change in the aerospace industry. 2️⃣ Leading from the Side Sheryl Sandberg: As the COO of Facebook, Sheryl Sandberg embodies leading from the side. She is known for her collaborative leadership style, actively engaging with team members and fostering a culture of open communication and shared responsibility. Sandberg’s emphasis on mentorship and empowerment has been instrumental in cultivating a diverse and inclusive workplace. 3️⃣ Leading from the Back: Nelson Mandela: Nelson Mandela, the former President of South Africa, provides a powerful example of leading from the back. During his presidency, Mandela prioritized reconciliation and empowerment, often deferring to others and allowing them to take charge. His commitment to unity and forgiveness laid the foundation for a peaceful transition from apartheid to democracy in South Africa. True leaders aren’t after power at all, but a strong purpose in creating a positive impact on others. Great leaders share power in multifaceted ways, even by being followers too. Sometimes they lead from the front to drive vision and champion changes; Sometimes they lead from the side and follow others simultaneously, to collaborate; Sometimes they lead from the back, simply following, to empower others and let them take charge. They understand their position and their leadership is situational. Reflect on your leadership: Which style can you lean into this week to empower your team? Try one action, like delegating a key project or hosting a collaborative meeting. Share your insights on Linkedin Newsletter: https://lnkd.in/g-AD5aEP to to deepen your journey. Together, let’s redefine leadership through shared power and transformative impact.