Demystifying Leadership
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for Aspiring C-Suite Leaders
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for Junior Partners
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for Technical Experts transitioning to Leaders
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for New Teams & Hires
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for Cross Cultural Teams & Projects
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for Client Service Teams
Our Leadership Development Solutions are used by
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Executive Education
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Law Firms
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Consulting Firms
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Healthcare
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Engineering
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Technology
The Competitive Advantage Accelerator is used to for partner development. Law firms, consulting firms and other professional services, use the accelerator to support the transition into partnership. It provides highly-relevant* actionable insights that provide clear next steps to succeed as a partner. It is also used to develop client service teams into engines of revenue growth.
*Peer group benchmarked feedback
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Partners gain valuable actionable insights by understanding the behaviors and skills that result in establishing and maintaining a competitive advantage as a successful partner. Recommended actions and watch outs are determined by referencing peer benchmarks across four components and four activities central to success. The Accelerator guides partners to create a personal action plan to put the insights into actions.
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Client Relationship Teams are partner-led groups that coordinate how a law firm serves and grows its most important clients across practices and geographies. Most firms already have client teams, but many underperform because they do not operate as a team: high-performing individuals pull in different directions, creating an inconsistent client experience, weak internal coordination, slow follow-through, missed opportunities, and over-reliance on one or two people to carry the relationship.
The Client Relationship Team Program
The Client Relationship Team Program is designed to turn client teams into a growth engine by building the behaviors that deepen strategic client relationships. The program is tied to live client priorities so changes show up in how the team plans, executes, and communicates, leading to clearer roles, faster decisions, better follow-through, and a shared commercial mindset across the team.
The Expert to Orchestrator for leadership transitions
A key function in professional services and other knowledge-intensive businesses is to orchestrate human talent, first and foremost. That is why we describe leaders in knowledge-intensive businesses as orchestrators. They often start their transition into leadership roles as technical experts in their area of knowledge or skill. The move into leadership requires those experts to lead other experts, often changing the dynamics of relationship and teams. With the right knowledge and skills this transition can be seamless and successful.
The Expert to Orchestrator diagnostic measures, benchmarks, and supports the transition from technical expert to orchestrator. It provides recommended actions and watch outs across eight key areas required for leadership success.
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In knowledge industries, people advance in their careers because they offer a level of technical expertise that distinguishes them from others. They thrive as experts. However, as a technical expert rises through the ranks of their organization, they're increasingly asked to lead other technical experts, typically outside their area of expertise. This is the journey from expert to orchestrator.
Often these new leaders are reluctant to leave their area of expertise to lead others. The Expert to Orchestrator seeks to demystify the key components and activities of a successful leader. It provides data-supported recommendations on actions to take and watch-outs.
The Power of Doubt
The Power of Doubt is a practical leadership tool grounded in research on senior executives. The research from interviewing 150+ CEOs found that doubt is unavoidable in today’s uncertainty and can improve performance when managed well, much like nerves for elite athletes. The tool helps leaders map their personal “doubt landscape” making it easier to turn emotion and uncertainty into better decisions.
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Power of Doubt gives high-potential leaders a clear way to build executive judgement: it surfaces where they default under uncertainty (for example, minimizing risk while exploring the unknown, or becoming overly certain with incomplete information) and prompts deliberate moves back toward “measured, aware, and agile” decision-making.
The tool is designed as a reflection and executive coaching aid. Leaders use the Report and the Conversation Canvas to identify what is driving their doubt, pressure-test risk perception, and build a “backstage” advisory system that strengthens decision making.
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Transformations amplify novelty, consequences, and scrutiny, which is exactly when doubt either becomes a catalyst or a derailment risk. The Power of Doubt tool makes doubt discussable and actionable by separating what leaders know from what they feel, and by identifying whether the organization and the work are pushing them toward paralysis (too much doubt), myopia (confident but uninformed), angst (informed but anxious), or hubris (overconfident).
The tool then points to concrete supports: governance and information-gathering routines that bring diverse expertise into the decision, plus structured conversations to clarify the big questions, assigning the right ‘thinking partners’, and keeping risk-taking constructive rather than reactive.