Collective Emergence
For senior leadership teams led by executives in the second half of life.
Where midlife’s shift becomes the catalyst for deeper, faster C-suite leadership excellence.
We work where first-half clarity fades and second-half leadership emerges.
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The Unraveling
Most firms describe senior-team issues in behavioral terms.
Misalignment. Siloing. Unclear roles. Personality friction.
These are surface symptoms, signals that the first-half operating model is beginning to strain under new demands.
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The Turning
But what is happening beneath the surface is developmental, not behavioral.
Leaders outgrow identities that once worked.
They renegotiate relevance.
They shift into the second-half architecture of leadership.
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The Emergence
We stay focused on the team’s real work.
We create the space for second-half leadership capacities to come through and move that work forward faster.
The result is deeper change, and it lasts.
Three ways we support second-half leadership at the top.
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Emergence Indicator
Diagnostics built for senior leadership teams, not adapted from middle-management templates.
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Emergence Retreats
Intentional work that unlocks clarity, conviction, and collective execution at the top.
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Coaching
Deep coaching with CEOs and senior leaders committed to working together with maturity, alignment, and enterprise ownership.
At a fast-growing Asian bank, alignment reignited stalled initiatives — driving 80% higher market cap growth vs peers.
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Challenge
The bank was growing fast, but decision-making at the top was stalling. Cross-functional initiatives, especially digital adoption, stalled without true enterprise ownership.Intervention
Over 12 months: four offsites, ongoing CEO and team coaching, and targeted diagnostics to track impact.A Pivotal Moment
The team adopted a disciplined roundtable: each leader spoke in turn, with the CEO last. It revealed that every executive had a view on every issue, breaking the old wagon-wheel dynamic and setting a new norm of peer-to-peer debate in all meetings.Outcome
Digital initiatives that had stalled in silos finally moved forward, enterprise priorities gained traction, and execution accelerated. Over two years, the bank’s market cap rose 80% compared with ~15% for peers.Evidence of Change
Diagnostics confirmed what the board already sensed: the team had matured. Peer challenge and advocacy rose sharply, pointing to a leadership group now confident enough to debate, decide, and deliver as one.
At a regional investment firm, clarity around “must-win battles” carried the C-suite seamlessly through CEO succession.
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Challenge
The C-suite’s collegiality made it easy to get along—but hard to align. Key decisions drifted, shared ownership was uneven, and enterprise priorities lacked clarity and commitment, especially when leaders balanced global ambitions with local market demands.Intervention
Over 12 months: two offsites, ongoing CEO coaching, and targeted diagnostics to track impact.A Pivotal Moment
A long list of priorities was cut down to four Must-Win Battles, the few leverage points on which everything else depended. Around the table, polite nods turned into conviction, signaling genuine alignment at last.Outcome
The team became bolder, more decisive, and faster at delivering on what mattered most. Eighteen months later, that momentum still drives ambitious growth, and made a sudden and unexpected CEO succession a smooth, high-trust handover.Evidence of Change
Diagnostics confirmed the shift: commitment rose from 3.37 to 4.16 (on a 1 to 5 scale), and alignment around common objectives surged from 3.40 to 4.63. Sharper priorities, stronger follow-through, and mutual accountability turned the strategic compass into a scoreboard the team could own.
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"Thoughtful, intuitive, and very clear interventions. The workshop design and real-time engagement were among the best I have seen."
Vipul Chawla, CEO, Fairprice Group
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"The learnings from these workshops have guided our team in adopting a new set of vocabulary, team norms and practices, and leadership governance—an incredibly impactful process on both professional and personal dimensions."
Chris Alexander, President, Asia MCM, Liberty Mutual
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“The 2-day event really went a long way in helping the group to connect with each other at a deeper, less transactional manner—identifying underlying values and life experiences and aligning on ‘Must Win Battles’ for the year ahead.”
Akhil Chandra, CEO, Greenfields Dairy Group
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"Even though it was a tough few days, the results were transformational and set us on a path which has been successful and which is still working very well for us 18 months later."
Bill Maldonado, CEO, Eastspring Investments
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“Cultivates in individuals and teams a lasting sense of empowerment, resilience, and confidence; inspires collective insights. Profoundly impacted my way of working, thinking, and being.”
Aarti Ramaswami, Dean, ESSEC Business School
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"The relentless focus on product, revenue, growth... had blinded us to the fact that our amazing people had built the best asset of all, a great team. Quite literally re-created our company!"
Terence Lyons, CEO, The Stakeholder Company
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"It is transformative. Not an epiphany. A subtle discernment."
Mathilde Swierczynska, MD, Compliance, UBP - Union Bancaire Privée
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"Wisdom naturally emerges from people in the room and helps them connect, create, and inspire one another. An art to be 'Here and Now.’”
Audrey Ricard, Group Head Executive Development, Prudential
