Executive Development
Build the capabilities the role now requires
You do not need to get better at everything. You need to get better at the few things your role now depends on most.
The job changes as responsibility increases.
Executives are often promoted because of what they do exceptionally well.
At senior levels, performance depends less on personal execution and more on judgment, influence, delegation, developing others, and producing results through an organization. Some strengths carry forward. Others become constraints.
The 54 Capabilities
Simplifies executive performance into specific capabilities. “Leadership” is too broad to develop.
Each capability is defined by the behavior it requires, levels of proficiency, and a path for getting better at it.
Judgment & Decision-Making
Delegation & Accountability
Influence Without Authority
Board & Stakeholder Management
Political Savvy
Executive Team & Board Dynamics
And 48 more. The point isn’t to develop all 54. It is to identify the few that matter most for the role in front of you.
Who this is for
Senior executives and functional heads
Managing directors and partners
Executives stepping into larger roles
Executive teams
Firms developing selected senior people
When you’d use this
A materially larger role is on the horizon
Progression depends on capabilities that technical performance alone didn’t develop
Results have to come through other people, and the bottleneck is you
A strength that earned the role is starting to limit it
Getting things done requires influence with people who don’t report to you
The same feedback keeps coming back, but it’s still too broad to act on
How it works
A structured engagement built around the few capabilities the role now depends on.
Identify the capabilities that would make the greatest difference, then develop them through situations already in front of you: the meeting you need to lead differently, the person you need to delegate to, the senior relationship you need to manage, the decision you need to make.
Sessions run on a regular cadence, with access between them when something important comes up.
The substance of our conversations stays private. If a firm is sponsoring the engagement, we agree at the outset on what, if anything, is shared.
