Managers, team leads, and emerging leaders who directly lead individual contributors and are building foundational leadership capabilities, especially those forging paths that didn't exist before them.
● Transitioning from individual contributor to leader of others and building credibility with former peers
● Developing emotional intelligence to navigate team dynamics, conflicts, and the interpersonal complexity of leadership
● Managing without authority when leading cross-functional projects while balancing hands-on technical work with people management
● Building confidence when imposter syndrome is amplified by subtle acts of exclusion and systemic bias
● Forging a leadership identity when few leaders ahead of you look like you
● Building strategic thinking skills to advance beyond execution-focused roles and position yourself for director-level advancement
● Developing a leadership voice and perspective rather than just implementing directivesDeveloping emotional intelligence to navigate team dynamics, conflicts, and the interpersonal complexity of leadership
● Managing without authority when leading cross-functional projects while balancing hands-on technical work with people management
● Building confidence when imposter syndrome is amplified by subtle acts of exclusion and systemic bias
● Forging a leadership identity when few leaders ahead of you look like you
● Building strategic thinking skills to advance beyond execution-focused roles and position yourself for director-level advancement
● Developing a leadership voice and perspective rather than just implementing directives
● Foundation of emotional intelligence across all 12 competencies with deep understanding of your CliftonStrengths and how to lead from your natural patterns
● Introduction to strategic thinking through Red Team Thinking, building the capability to challenge assumptions and contribute beyond your role
● Skills to manage up, across, and down effectively while creating psychological safety on your team
● Leadership presence and confidence that positions you for director-level advancement, built on who you are rather than who you think you should be
● Tools to navigate imposter syndrome as a systemic issue, not a personal failing, and a leadership identity grounded in your actual strengths
● Framework for continuous leadership development throughout your career
Corporate Programs
● Leaders with organizational mandate and resources to drive broader change
● Integration with HR systems, succession planning, and cultural initiatives
● Permission to transform systems beyond individual sphere of influence
● Organizational commitment to sustained culture transformation
● When multiple leaders participate: compound impact across the organization
Individual Program
● Change agents working within their current sphere of influence
● Personal investment without organizational mandate
● Confidential development focused on individual advancement
● Working within existing organizational constraints and politics
When organizations provide mandate and resources, even a single leader can drive broader systemic change rather than working within existing constraints. When multiple leaders participate simultaneously, they create reinforcing transformation across departments that individual coaching cannot achieve. Corporate programs integrate with organizational systems and provide the sustained commitment needed for lasting culture transformation.
12-Month Comprehensive Development
● 24 bi-weekly coaching sessions (60 minutes each)
● Four dedicated Red Team strategy sessions on critical business challenges (one per quarter)
● Comprehensive CliftonStrengths and EI development
● Email and text support between sessions
● HR/L&D partnership for organizational alignment
Six-Month Minimum Engagement
Our 6-month minimum ensures sufficient time for sustainable behavioral change and organizational impact. At the halfway point, organizations assess progress and decide whether to continue for the full transformation.
Organizations that sponsor leaders through DESIGN receive optional progress alignment with HR and L&D partners, ensuring the coaching investment connects to broader organizational development goals. Reporting structure is agreed upon between the organization, the leader, and the coach to maintain trust and confidentiality.
—Dr. Jacqueline Ashley