As a senior leader, there are two things you probably don’t get enough of.Insight. Who really stretches our thinking or helps us see a fresh perspective? We’re often surrounded by the same individuals, often from the same company (ours!), who therefore share many similar experiences.Challenge. Who dares push back against the senior leader? Who brings

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“I need your help.”Those are words I find incredibly difficult. Perhaps you can relate. It’s much easier to give, to help, and to serve other than to actually acknowledge you can’t achieve everything you want on your own. But asking is powerful. I often teach my clients – who are generally very self-sufficient and independent –

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In Season 6 of the Impact Multiplier CEO Podcast, which we entitled “Secrets of Scaling”, I interviewed the CEOs of some of the fastest-growing businesses in Europe and America, as measured by the Financial Times in their 2021 rankings.  I wanted to find out how they led their firms to such exceptional growth, what they’d learned along

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I spent last week with our Rivendell CEO Mastermind group in the beautiful town of Chantilly, just outside of Paris. This is the community that I run for high-level chief execs, each of who is an extraordinary leader who’s up to exciting things in the world. We were in an amazing hotel right next to the stunning Chateau,

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Taking over ultimate responsibility for a business as Chief Executive Officer is a big challenge, especially if you’ve never done it before. The CEO learning curve is going to be steep. So instead of learning everything the hard way, wouldn’t it be great if you could take some short cuts? Imagine that, instead having to find out

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When I start to work with CEOs and business owners and other extraordinary leaders on their most ambitious goals, we often find they need to elevate their attention and get out of the operational detail. Attention is one of the four Impact Multipliers. If you can focus your attention on the most strategic issues, then you

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How can you become more impactful – and create better results – without exhausting yourself with the sheer willpower and effort? How can you become the leader you know you can be, when your existing habits and approaches are so engrained?

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I’m releasing a new email series called “Reinventing Your Success Formula”. We’ll look at how we can reinvent the very things that made us successful in order to unlock our next level of impact. This material isn’t available elsewhere. If you want to follow along, click here: REGISTER FOR THE EMAIL SERIES What will it take

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The CEO role is demanding and often exhausting. There are many stakeholders who demand attention, pressures are high, there’s a sense of isolation, and the available workload far exceeds any individual’s ability to deliver. The risk, then, is that the CEO becomes subject to tunnel vision – focused on one or two pressing topics based on

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You’re stepping up to a new leadership challenge – a new role or a new season in your existing role. Either way, the ambitions are large and the stakes are high. You’re already highly experienced and competent but you know there’s an opportunity here for you to step up and play a bigger game. Invest 60 minutes with

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Maximise your business impact, be invited into most strategic conversations, and transform your CEO relationship.A private roundtable for senior HR leaders – by invitation/application only. How can HR executives truly deliver transformational change? Although people are at the heart of every business, HR is still seen too often as a tactical/support function, not always on the same level

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When I speak to CEOs and other top leaders, I’ll often hear one of the following comments:“My leadership team is new. We have a lot to accomplish together, but we’ve not yet come together as a cohesive unit.”“I’ve an established group of high-performing functional managers, but they are not a high-performing team of cross-functional business leaders.”And yet

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A private roundtable for enterprise CEOs Over 2 hours discuss current challenges and best practices with your CEO peers to address these key questions.How can CEOs best adapt and maintain & expand their effectiveness both internally and with key customers and partners, in the new hybrid/remote context? Travel & health restrictions come and go unpredictably,

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What’s the #1 metric that determines your future success? I’ll get to that in just a second, but first I need to introduce you to a couple of people… A tale of two execs: Introducing Nat and SamMeet Nat Natalie or Nathanial, as you prefer. Nat is an organised and disciplined executive with a large scope of

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“As a co-Founder and Chief Executive, I’ve experienced many shifts since my executive team and I started working on this.”“This process has helped me become more self aware, more ambitious in my strategic goals, and more planned and purposeful.” – CHRO“I’d definitely recommend the Xquadrant approach to anyone who wants to focus on bigger, more

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Someone on your team is a problem. They’re not pulling their weight, or they are creating collateral damage in the wider organisation due to their inappropriate behaviours. Either way, it’s an unwelcome distraction and the situation poses a risk to your goals and objectives for the business. How should you handle this situation? Let’s look at

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Been promoted to the CEO role? Congratulations. Now the journey begins! The CEO role is a move out of the comfort zone of functional leadership or business unit management, and it opens up a whole new set of stakeholders, pressures, decisions and responsibilities. No wonder that even the most accomplished leader can be hit with imposter syndrome,

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19 powerful questions you need to askIf you’re taking on a new executive role, you will need a 30-60-90 day plan. The first three months are critical. As the consultancy McKinsey notes, successful leadership transitions result in 90% higher likelihood that teams will meet their performance goals, whereas unsuccessful transitions result in 20% lower engagement and

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“I’m six weeks into my new executive role, and I’m drowning…” I often hear this from clients who have recently taken on a new leadership role at a senior level. Expectations are high, the stakeholder world is complex, there’s plenty to learn, and there’s a real sense of urgency. There’s a real buzz associated with getting stuck

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How can I get my organisation bought in to my new strategic plan? I was recently coaching Craig, a leader who’d just taken on a new C-Suite leadership role and needed to put in place a strategy and plan. He’d worked late nights and weekends on this, and was really pleased with the result. He’d presented

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