FROM THE BOOK INTO THE WORK
The same practice, applied to the rooms where decisions get made.
Most of the work I do as an advisor is what the book describes — quieter, slower, more careful attention — applied to founders, leadership teams, and boards.
If the book sits with you and you find yourself wondering what it might look like in your own decisions, here are the three conversations I'm currently set up to have.
i.
Founder/CEO Diagnostic + Debrief
A structured look at the patterns shaping your decisions.
If the book sits with you and you find yourself wondering what it might look like in your own decisions, here are the three conversations I'm currently set up to have.
ii.
Leadership Alignment Day
A single day to put the team back in the same room, on the same questions.
Designed for leadership teams that have grown apart inside the same calendar — different priorities, different stories about what the company is for. The day is structured but unhurried. We name the disagreements that have gone underground, and we leave with a small set of decisions the team actually owns.
iii.
Board Governance Clarity Day
For boards that want to govern more deliberately than they currently do.
A working session for boards that have noticed a gap between what they are formally responsible for and what they are actually paying attention to. We work through the cadence, the agenda, and the questions the board is — and is not — asking. The output is a small change to how the board operates, not a redesign of it.
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The Author Excerpt Advisory Order