You’ve been coaching CEOs for more than 10 years now. When we use the term “conscious leadership,” what does that mean to you?
Can you help us understand the difference between UNconscious and SUBconscious?
Does the unconscious help to get us what we WANT … or does it more often get in the way?
Are we led by our unconscious mind?
How can someone know if they’re being led by their unconscious?
You help people “create more choices for themselves.” How do you mean?
It seems you bring a unique perspective to the world of coaching. Can you share one of your success stories?
We hear the term “be present” quite often. Is this the same as “being conscious?” And if so, how do we do that?
What are your feelings on 360-degree reviews?
What attributes must every great leader possess?
Does every CEO need a coach?
Tell us about your involvement with TEDx.
Tell us about your “SCALE” framework.
When you build your own advisory board, what surprised you?
How does a board of advisors differ from a board of directors?
How does advisory board selection differ from traditional employee hiring?
Name 3 things every board member must possess.
Aside from compensation, what motivates board members to stay active and engaged?
As an international business, do you think one should have international members?
How has your advisory board impacted your leadership skills?
Talk to us about the importance of exit interviews.
What size companies can benefit from advisory boards?
What are some key strategies in picking your advisors?
Do you look for matching talents, or perhaps pick those very different from the types of people you surround yourself with?
How long should you plan to use advisory board, is it necessarily an ongoing thing?
What about compensation for board members?
How often should you meet? What is a structure for that?
How do you “close” an advisory board?
Are there elections from time to time?