Organisations · Executive performance
For sponsors developing a senior leader who keeps getting the same presence feedback. The work turns it into something specific and coachable, measured with evidence you can stand behind.
The situation
Somewhere in a talent review, the feedback landed: more executive presence, more gravitas. The leader cannot act on it, and the development budget still needs something concrete to buy.
What it costs
The leader hears they have a problem nobody can define. The sponsor cannot brief a provider on "gravitas". So nothing happens, or the budget buys a generic course, and the next talent review repeats the feedback.
What is actually going on
In our work the vague note usually resolves to something nameable. Answers that give options when the room wants a call. Analysis where the moment needed a recommendation. Sometimes authority lands in one cultural context and misses in another. You can work on a specific pattern. "Gravitas" gives you nowhere to start.
The regional layer
A leader who reads as decisive in one market can land as abrasive in another. Formal authority carries less than trusted relationships, and the same behaviour lands differently across the cultures in one Singapore boardroom. Presence training built elsewhere tends to miss this.
Our position
The pattern gets named before anything is bought. Evidence comes from the people in the room, mapped against the leader's own view. Coaching works against agreed priorities, and the same instrument that diagnosed the pattern measures the change at the end.
See the four steps →Not sure this is your challenge
Five questions, ninety seconds. It names which challenge you are actually looking at, and tells you when leadership work is not the answer.
Start the check →The ladder
Start free. Stop at any step. Each step makes the next one a better decision; nothing about it commits you.
01 · Name it
A short diagnostic across five dimensions of how a senior leader lands. The call, the read, the belief, the channel up, and the room across cultures. It names the dominant pattern, which is the difference between "more presence" and a brief someone can act on.
Take the check →02 · Evidence
A research-validated 360° showing how the people in the room actually experience the leader, mapped against how the leader sees themselves. This is the point where "presence" stops being an opinion.
About the LCP 360° →03 · The work
Coaching against named priorities from the evidence: the specific patterns, worked in the leader's real meetings between sessions, where the behaviour lives.
About executive coaching →04 · Proof
Sponsors need more than the leader's word that something changed. Progress is reviewed against the original evidence, with a repeat measurement where the engagement justifies it.
Discuss a sponsored engagement →For sponsors
Sponsors see the agreed priorities and the progress reviews. Where the engagement is sponsored, it opens with an alignment session between leader, sponsor and coach. It closes with a review against the priorities that session set.
Session content stays between coach and leader. That line is stated at contracting and never varies. It is what lets the leader work on the real version of the problem rather than the managed one. When coaching turns into reporting, the leader starts managing the coach, and the work stops being real.
Where stakeholder input is gathered, it reports as patterns, non-attributable. The evidence shows whether the behaviour changed, and none of what anyone said in the room.
FAQ
Common questions from sponsors and from leaders sent this page. If yours isn't here, ask directly.
On its own, almost nothing, which is the problem. In practice it resolves to a small number of specific, coachable patterns. The free Executive Presence Check names which pattern is dominant, and the authority lag article explains the mechanics in depth.
Because the measurement uses the same instrument as the diagnosis. The LCP 360° establishes how the room experiences the leader before the work starts. The sponsor review checks progress against agreed priorities. A repeat measurement closes the loop where the engagement justifies it. What you get is evidence of behavioural change, to a standard a sponsor can defend.
Both. Sponsored engagements add an alignment session and a closing review with the sponsor. Self-funded leaders run the same ladder privately. The method and the coach are the same either way.
With measurement, before any coaching. The free check scores five dimensions from 12 statements in about two minutes. If the result lands, the LCP 360° goes deeper. 29 dimensions, scored as percentiles against a norm base of more than 460,000 leaders. It is the instrument 45% of Fortune 100 companies use. A sceptic does not have to believe in coaching to accept a measurement. Start there and decide about coaching when the data arrives.
No. Programmes build capability across a population. This develops one designated senior leader against evidence, which is a different job. The two work well together, and the LCP 360° often anchors both. See the Organisations page for the full picture.
Begin
A scoping conversation is thirty minutes. Bring the actual feedback from the talent review, however vague. We will tell you which pattern it points to, what evidence would settle it, and whether coaching is the right buy. If it is not, we say so.