My coaching philosophy

To make good decisions as a leader, we need to learn to see ourselves as others see us.

My role is to help you build that ability and use it wisely.

It’s that simple — but simple is hard, because leadership draws on an unfamiliar part of ourselves — a strategic, rather than transactional, part of the brain.

We think we’re being rational and appropriate, and we are — up to a point. If we are leaders, we need to recognize what happens when we go beyond that point.

And we need to care.

Who is in your core group?

Look around your organization. How do most people make decisions most of the time?

It’s not through rational analysis. They don’t put the customer first — or their direct reports — or even the shareholders.

They do what they are supposed to do—to fulfill the perceived interests of some core group of key people.

If we weighed every decision on the merits, we would never get anything done. Instead, we say things like this:
“I don’t want to be the one to walk in their office and say it’s not going to happen.”

We do what we think the important people expect. We do it without asking, because we want to show others that we know.

Not because we want to put ourselves beneath them, but because every decision takes effort, and the easiest way to make a decision is to make it on behalf of someone who seems to be important. The Core Group is the path of least resistance.

Each of us has a Core Group. They are the people we think of first when we have to make a decision.

Who’s in your Core Group? Did you put them there consciously?

The human face of AI

The real danger of artificial intelligence isn’t that it will be smarter than us.

The real danger is that we will treat it that way — that we will put AI in our Core Group.

Already, people who use generative AI tools are more likely to change their mind accordingly than they would by listening to a person. The same is true of social media. We anthropomorphize media: we treat it as human — and as high-status human, to boot.

When we do this, we lose our competitive edge.

Instead, if we keep treating AI as a probability engine—a sophisticated way of generating results that have a good chance of pleasing people—then we become more effective.

You are not in control

reshaping business landscapes, I specialize in helping organizations maintain their human core while embracing technological advancement. As a certified AI auditor, I understand both the technical and human implications of AI integration. This expertise is particularly valuable as companies grapple with responsible AI implementation and compliance with regulations like the EU AI Act.

My experience has taught me that AI can be a powerful tool for self-awareness, opening new horizons of possibility. However, leaders must develop the discernment to distinguish between AI's genuine insights and potential deceptions—much like learning to navigate their own internal dialogue.

The Coaching Partnership

My coaching relationship with clients is built on several key principles:

Authentic Listening: Drawing on my journalistic background, I listen between the lines to help leaders identify underlying dynamics and opportunities for meaningful change.
Practical Implementation: I focus on developing sustainable habits and practices that align with each leader's natural strengths and working style.
Cultural Navigation: I help leaders maintain organizational loyalty while fostering necessary evolution and change.
Psychological Safety: Creating an environment where leaders can explore vulnerabilities, including common experiences like impostor syndrome, without judgment.

Value-Driven Engagement

I believe in results-oriented coaching that delivers tangible value. My approach typically begins with a focused one or two-session engagement, allowing both parties to assess fit and potential. I stand behind my work with a satisfaction guarantee—if a session doesn't provide value, it's refunded.

A Personal Note

Having led teams and navigated complex organizational dynamics myself, I understand the challenges leaders face. I've dealt with my own reactive tendencies and learned to transform them into leadership strengths. This personal experience, combined with my professional background in organizational learning and scenario planning, allows me to offer practical, empathetic guidance to leaders at all levels.

Looking Forward

In today's business environment, leaders face unprecedented challenges: maintaining human connections in an increasingly digital world, navigating rapid technological change, and building resilient organizations. My role is to help them not just cope with these challenges, but to thrive—developing the awareness, skills, and intuition needed for sustainable success.

Whether you're leading a startup, managing technological transformation, or seeking to enhance your leadership impact, I offer a partnership focused on practical growth and meaningful results. Together, we can work to unlock your full potential as a leader and create positive change in your organization.