Organizations
Leadership development for organizations
What does your organization need its leaders to do differently?
The answer may involve how leaders make decisions, take ownership, influence stakeholders, lead through change, think strategically or work across functions and geographies.
Sometimes the development need is already clear. Sometimes an initial request such as “communication”, “executive presence” or “accountability” needs further exploration before deciding what would actually be useful.
This is My Table works with organizations to build leadership development around that need.
Start with the business question
A request for leadership development often arrives with a label: strategic thinking, communication, delegation, accountability, collaboration, executive presence.
But the same label can describe very different situations.
A leader who needs to become “more strategic” may be spending too much time solving problems for the team. Another may need to influence decisions beyond their own function. A request for “greater accountability” may involve unclear decision rights, reluctance to delegate, lack of confidence or expectations that have never been discussed.
Understanding the situation first allows us to decide what development would actually be useful.
What might be happening around your tables?
How we work with organizations
The development starts with what needs to be different.
Once we understand the business need, we look at what would make a meaningful difference in how leaders think, interact, and lead. The answer is not always a program — and the same approach will not fit every organization.
The work may involve executive coaching, leadership development, facilitation, assessments, or a combination of these. It may be with an individual leader, a leadership team or a wider group, depending on what the organization is trying to shift.
What matters is that the approach fits the people, the context, and the change the organization is trying to create.
But insight alone is not enough.
The work needs to come back into the day-to-day reality of leadership: a different conversation, a clearer decision, greater ownership, a shift in how stakeholders work together, or a new way of responding when familiar patterns appear. Leaders have opportunities to apply what they are exploring, notice what happens, and learn from the experience.
Development becomes useful when it changes something in how leadership happens.
Where relevant, we also look at what the wider environment needs to enable, reinforce or make possible.
Before moving into leadership development, Sarah spent 18 years inside global financial services, including Reuters and LSEG — operating in the same kinds of matrixed, cross-cultural environments many of her clients navigate today. Her career led her from Belgium to Switzerland, to New York and India.
