Discovery:

Organizational Strategy & Advisement

We begin every partnership by getting to know each other–listening, observing, and reflecting–to build an understanding of your organization.

Through a series of one-on-one and group meetings with your leaders, we learn about your goals, experiences, needs, and challenges. We share about Leverage to Lead’s approach and philosophy, and about who we are and how we work. Through these meetings, we build relationships and trust.

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Strategy and Advisement Session

This work leads to our Strategy and Advisement session, which can include any members of your leadership or core team. In the session, we reflect on what we’ve learned and what we’ve observed, offering a summary of your team’s individual and shared pain points, dynamics, values, strengths, and growth areas.

With this information, we make recommendations for a way forward as we co-create an equitable and inclusive workplace where diversity can thrive. We build a comprehensive strategy for our continued partnership that includes priorities, approaches, topics, and timelines.

Read about How We Transform Organizational Cultures

Why Leaders Need Strategic Thought Partnership

We have the privilege of working with leaders who hold high expectations for themselves—leaders who care deeply about their employees and about leading organizations where people are equipped, engaged, and connected enough to meaningfully contribute to the mission....

The Partnership Blueprint

Relationships are the cornerstone of organizational success—but they don’t thrive on good intentions alone. They need structure. Strong relationships at work aren’t just built on chemistry or proximity. They’re sustained by clarity, shared expectations, and...

Leadership Without a Map

This piece is inspired by and references the article “How to Approach Business Ethics as Global Consensus Breaks Down” by Richard Bistrong and Anna Romberg (HBR, March 2025). The rules of global business are changing. And not all at once. Right now, we’re watching a...

When the Room Gets Quiet: Leadership, Cringe, and Realignment

Lately, we’ve been watching political and corporate leaders seemingly shift their values. Leaders who once committed to grappling with balancing employee support along with profit now seem to have publicly abandoned that commitment. Seeing this unfold in real time...

Driving Employee Engagement

by: Kim Ho, CHRIO Human Resources plays a critical role in driving employee engagement. Budget and time constraints might lead to simple engagement activities like the "birthday cake of the month" or group lunches. In my role in HR, I’ve organized and attended many...

The Structures of Leadership

In many organizations, leadership is seen as a function rather than a structure—a set of roles rather than an essential system that holds the organization together. Leadership often emerges in reaction to problems, stepping in to resolve crises, drive decisions, and...

Dissociating from Power: Reclaiming Leadership with Integrity

Leadership carries an immense weight—the responsibility of decision-making, the pressure to navigate uncertainty, and the challenge of upholding values while driving outcomes. It’s no surprise that, under this pressure, leaders can unintentionally dissociate from...

The Role of Systems in Building Stability

Leadership isn’t just about offering advice—it’s about creating the conditions for people to act on the advice they already have. The consulting world often suggests that better advice is the solution to every problem, but the truth is, advice unheeded is meaningless....

Stability vs. Certainty – Leading with Values Over Fear

In leadership, the pursuit of certainty can feel tempting. Certainty implies control, predictability, and the comfort of knowing what’s next. But certainty is often an illusion—especially in dynamic environments where challenges evolve daily. True stability, by...

Leadership in the Gray: Resisting Binary Thinking

Leadership often feels like a balancing act—making decisions that support the team, aligning with organizational goals, and staying true to personal values. But this complexity is often lost in how others perceive leaders. Because of our socialization, employees may...