Begin with the leadership issue that matters now.
The first conversation is an opportunity to examine one consequential enterprise issue, the executive team’s capacity to carry it, and the leadership patterns helping or constraining movement.
“The issue keeps returning, but each return tells us more about the leadership system.”
For example: “ED boarding continues despite several operational initiatives. Each function understands its part, but integration repeatedly returns to the CEO. What is this issue asking the executive team to become capable of carrying together?”
The first conversation would examine the live issue, who and what it affects, where truth and authority currently travel, what the CEO is carrying, and whether a focused diagnostic or bounded experiment would be useful.
A useful place to begin.
- What is the executive team being asked to carry now?
- What keeps returning to the CEO for integration?
- Where do functions succeed while the enterprise remains fragmented?
- What important truth, tension, or stakeholder reality is not moving?
- What would meaningful movement look like in the next 90 days?
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Effective Together549 Wymore Rd., Suite 108
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A selective and diagnostic first conversation.
Review
Shawn reviews the issue, organizational context, and what you identify as the current leadership burden.
Conversation
The conversation examines the live work, the leadership system around it, and the developmental question it may contain.
Next step
If there is a useful fit, the next step may be a focused diagnostic, CEO advisory conversation, team session, or no further work.