A six-month engagement for leaders at a genuine inflection point: a new scope of responsibility, a decision that will define the next chapter, a way of leading that has reached its limit.
Most leaders arrive at consequential moments having clarified the strategy and left the self unexamined. They bring skill, experience, and good intentions; under real pressure, an older pattern takes the wheel. The result is familiar: a capable person doing slightly the wrong thing with great conviction.
This work addresses the distance between who you are under pressure and who you are capable of being. It assumes you have already done the obvious work. What remains is harder to name and more consequential to recover: the capacity to stay present when the moment is large, to see the field clearly when others are reacting, and to act from something steadier than habit.
The method draws on Presence-Based Coaching, depth psychology, and somatic awareness, integrated through thirty years of work in the theater. Each strand serves a single aim: to widen the range of who you can be in the moment that matters.
Sessions move between three registers. We work cognitively, mapping the systems and decisions in front of you. We work somatically, tracking how your body organizes under load, since presence is a physical event before it is a mental one. And we work imaginally, using the resources of depth psychology to reach the material that strategy alone never touches.
Assessment informs the work where it is useful; imagination leads it throughout. The engagement is built around the specific territory you are navigating, so the agenda is yours and the structure is mine to hold.
An extended first session to map the territory, surface the patterns that run you under pressure, and set the developmental edge we will work toward.
Two sessions a month for six months. Each holds continuity with the last and stays responsive to what the current moment in your leadership demands.
WorkPlace Big Five, ISI, PerSight, or Benchmark 360, drawn on selectively when objective data sharpens the picture. Instruments serve the work; they do not become it.
Specific, embodied practices matched to your edge, so the work continues in the situations that actually test you rather than only in the room.
Direct contact when a live decision or a charged moment calls for it. The point of consequence rarely waits for the calendar.
You are stepping into a scope that the version of you who succeeded so far cannot fully meet. The growth required is developmental, not informational.
You have done the obvious work. Coaching frameworks and leadership books have given what they can give. The remaining work is deeper and more personal.
You are open to psychological and somatic terrain, not only tactics. You sense that how you meet pressure is shaped by more than technique.
Something consequential is genuinely in motion: a transition, a decision, a relationship, a threshold. The stakes make the work worth its demands.
Most coaching works on behavior and strategy. This works there too, and goes further: into the psychological and somatic ground from which behavior arises. The aim is a durable change in who you are under pressure, which then changes what you do.
None. The frameworks stay in the background; your situation stays in the foreground. The work meets you in plain language and in your own material.
Developmental change has a tempo. Pattern recognition is quick; embodying a new pattern under real conditions takes time and repetition. Six months gives the work room to hold across the situations that test it.
Yes. Many engagements are organization-sponsored. The coaching relationship remains confidential and centered on you; sponsor reporting is agreed at the outset and kept clean.
If something here has named a real problem you are carrying, the next step is a direct exchange.
No intake form. A conversation to find out whether this work fits where you are.