Authenticity 101.

Clear values, accepted norms, and the shared beliefs by which individuals and groups operate is culture. Oftentimes culture is nothing more than a set of values on a powerpoint slide that fail to guide an organization. We believe that culture must serve as the nucleus of an organization. It needs to be incorporated into critical strategic decisions, impact the internal systems and designs, and achieve team member alignment and buy-in, which creates a self-reinforcing cycle, further strengthening the culture.

As I reflect on conversations I’ve had with leaders about goals and goal setting, I’ve found that there are common lessons that emerge. We’re sharing those here to help leaders better prepare to deliver, achieve, and assess goal clarity throughout their organizations. These lessons allow leaders to achieve ambitious goals in a way that’s sustainable, scalable, and that leads to an ever increasing rate of learning.

As an executive coach, I serve clients leading early-stage, high-growth organizations. For many, there often isn’t time to consistently step back and learn from suboptimal outcomes. A common mode is often “heads down, get things done and find quick solutions;” this rarely if ever gets to the heart of the issue or the role that the leader is playing in the issue. As this occurs, team members head down diverging paths, reducing team alignment and increasing the future likelihood that a team underperforms.

The decision to partner with an executive coach spans personal and professional considerations. It's an investment of time and money that requires significant tangible and intangible returns. That said, I also believe the “right” executive coach is a crucial tool for business leaders, and it should be a part of your design and operating model.

…the right coach becomes an important partner, helping you actualize your fullest potential. Of course, right is a complex word here. Naturally, people then ask “What is the best type of coaching for me? How do I find the right coach, the right model?” Both are exactly the questions that need to be asked given the important commitment that is made when partnering with an executive coach. I spend as much time directing people toward other coaches and paths as I do solidifying next steps with LionPoint. The reality is that for coaching to yield a return on investment a few key factors should be considered:

On a cool, misty day in October of 2019, Eluid Kipchoge ran the fastest marathon ever along the Danube River in Vienna. He ran 26.2 miles in 1:59:40 — at a pace of 4:34 per mile — breaking the previously impenetrable barrier of two hours. It was an awe-inspiring feat. (At that pace, I can probably run about an eighth of a mile, maybe a quarter mile on a good day). Kipchoge, known for his softspokeness and humility, would go so far as to compare this achievement to running’s equivalent to the moon landing.

Actualizing potential is a path to a better world: as individuals, parents, leaders, friends, and citizens. My path towards this belief started in formative years and continued through my time at West Point, as an officer and Apache pilot in combat, and as an executive at Bridgewater Associates. Ultimately, it led me to become an executive coach who supports leaders in their individual and organizational pursuit of growth. Today, it brings me to launch LionPoint Coaching, a venture that unites my own path towards reaching potential with that of the clients I serve.

These stats are fascinating. YC is a premier, highly selective incubator. It screens and accepts only the top ideas, founders, and teams.

Over my time as an executive coach to founders, CEOs, and c-suite executives, I have found that one of most momentous and challenging evolutions for organizations is a liquidity event, whether in the form of an IPO or acquisition. During these transitions, executives face the intersection of opportunity and ambiguity. Learning from and alongside them over the course of these events has further solidified the immense respect I have for these leaders and the responsibilities (and burdens) that they carry as they navigate the transition, wrestle with uncertainty, and continue to push the frontier of potential for their organizations.

A few weeks ago, on February 18th, my daughter, C.J., and I watched NASA’s Perseverance Mars Rover successful landing on Mars. With our eyes locked on to the tablet, we joined the world in watching this historic event.

The past several months have been filled with heightened volatility: continuing pandemic, geopolitical issues, market uncertainty. People often refer to this as a VUCA environment, referencing volatility, uncertainty, complexity and ambiguity. In this environment, we face heightened challenges and our fears become more apparent and more of a potential barrier. As leaders in these environments, we need to better define, communicate and apply our principles. A leader’s values are never more important to an organization than in a VUCA environment.

In April, I reposted a blog post that my spouse, Janine, wrote about the concept of active recovery and how it can lead to heightened creativity, ideas, and solutions. During my own active recovery practice on a morning hike, I experienced this real time and was reminded of a concept that has served me well in the past as a pilot, business leader, husband, and father: the importance of a “1%” incremental gain.

On a recent visit with my family to the national parks of the southwest, I was awed not just by the natural beauty but by the energy of the parks. Our travels began in New Mexico, snaked over to the Grand Canyon, followed up through Zion, and culminated in Moab.