Jim has consulted to high potential candidates, senior executives, and senior leadership teams for three decades.  Most of these leaders find themselves at a place where what is expected of them has changed significantly, requiring not only new skills and new ways of operating, but also new ways of thinking.  Whether related to decision-making, information gathering, coalition building, communicating, repairing trust, forging a new equilibrium after disruption, or establishing new credibility, Jim’s approach is to understand the new context and expectations, assess the leader’s habits, strengths and developmental needs given the current situation, and plan to pragmatically shift what needs to be shifted.  The heart of the work is to help executives both respond to the external environment and maintain their own internal authenticity.

Prior to returning full-time to his leadership consulting practice, Jim was Global Portfolio Lead for Leadership at the Peak, the Center for Creative Leadership’s flagship program for C-Suite executives.  He directed a highly successful revision of this global program that opened the door for high-impact follow-on engagements with the executive participants, their leadership teams and organizations.  

Jim has coached and advised executives from North America, Europe, Middle East, Africa, and Asia.  Many have worked in global organizations.  Many have worked in smaller organizations.  He has extensive experience in the pharmaceutical industry, with health care organizations, agricultural companies, energy companies, military organizations, construction companies, and non-profit organizations.  He has also worked extensively with government agencies.

It starts with conversations.  Jim begins by building an understanding of the person, of the organization, and of the interested stakeholders.  The first questions are “Why are you thinking about doing this now?  What must be navigated?  What will success look like?  Why do you care about this?”  Then he gathers information from 360 assessments, from individual assessments, from interviews, or by observation.  Jim partners with the learner to integrate this information into key themes, and to identify a few high leverage shifts.  When the KPIs of success are identified, then the experimentation can begin.  The ongoing support looks at progress, successful experiments, “learning experiences,” and adjustments.