Leadership Effectiveness Deep Dive
Context
A senior vice president invited me to design and facilitate a one-day, in-person leadership experience for her organization. The group included 24 leaders spanning three levels of leadership, navigating growth, complexity, and increasing cross-functional demands.
The intention was not alignment for alignment's sake — but to create space for honest reflection on leadership effectiveness and what gets in the way.
Focus of the work
The day centered on helping leaders:
Rather than "fixing" behaviors, the work invited leaders to see what protects them — and how those protections can become obstacles over time.
Shape of the engagement
- One-day, in-person experience
- 24 leaders across three levels
- Designed as a contained leadership journey, not a workshop
- Blended individual reflection, pair work, small-group dialogue, and whole-group integration
The experience moved intentionally from inner awareness to collective responsibility.
Core focus
The organization already shared a common Enneagram language. This experience focused on deepening its practical use—helping leaders move from understanding their type to recognizing how their patterns show up under pressure, impact others, and shape real leadership choices.
The work emphasized compassion for protective patterns alongside responsibility for their consequences, translating insight into concrete experiments leaders could apply immediately with each other and their teams.
What shifted
The day established a foundation for continued development — not by prescribing solutions, but by strengthening leaders' capacity to see, choose, and act differently together.
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