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Leadership Evolution Leadership Evolution
  • Home
  • About Me
  • The Experience
  • Companies Served
  • FAQ

Leadership Evolution Consists of...

Executive Roundtables

Would you agree one of the most effective ways to develop an enlightened perspective is to learn from others? I see that happen consistently through my executive roundtables.

My roundtables bring together successful, humble leaders who are motivated to grow, learn, and re-invent themselves. These senior executives can be from any industry and from companies of any size.

Our Vision – Members grow and thrive from interaction with their peers. They build lasting friendships and relationships. By being part of something bigger than themselves, members discover new possbilities for how they engage at work each day.

Our Mission – We positively influence each other by listening, questioning, suggesting, encouraging, and providing accountability. All discussions are confidential and designed to lift members toward achieving their full potential.

The roundtable format provides members with a venue for bringing to our group the opportunities, challenges, and decisions confronting them at work. Our agenda first and foremost unites our members in discussing these items. As time permits, I present leadership exercises to the group or bring in a guest speaker.

I purposely restrict roundtable size to no more than ten members. My client-partners prefer, and I prefer, an intimate setting where all issues are discussed with the confidence of our Confidentiality Agreement. A smaller group ensures members have every opportunity to share what is on their mind.

The camaraderie that develops among members is very powerful. What emerges is a terrific support group where everyone genuinely cares about the success and well-being of each other.

One on One Coaching

The foundation for my work at Leadership Evolution is one-on-one personal coaching. Here are my thoughts on what coaching looks like and feels like with me.

First and foremost, coaching is a relationship. A two-way street. I want to know as much as possible about my client-partners. Before starting any coaching engagement, client-partners answer a few questions which shed light on their motivation and goals for coaching. They also share their personal core values. I also like to know a bit about his/her family. In similar fashion, I’m an open book and want my client-partners to understand me as well.

In my coaching role, I wear a lot of hats; often during the same session. I listen, ask questions, probe for details and answers to “why”, make suggestions, give homework, provide related reading, cheer, encourage, set action triggers, and provide accountability. All these things are my tools to help my client-partners understand where they are and what actions are necessary to get them where they want to be.

The focus of our efforts and attention is determined by my client-partners. The result is that my coaching typically fits into one of these five categories:
• Culture and Vision, Mission, Core Values
• Strategy
• Execution
• Personal Leadership Development
• Personal – Life Away from Work

My client-partners have different priorities; want to address different opportunities; and are at different times in their life and the life of their company.

I enjoy working with individuals at any level of the organization. While most of my efforts assist senior executives, I am equally motivated to help younger associates quicken their understanding of what it takes to make the transition from high performing individual to competent manager to exceptional leader.

In closing, I want to recognize that I always walk away from any coaching relationship as a better person myself.

Previous Roundtable Agenda Topics

Aligning Structure with Business Opportunity
Best Course of Action After Failure
Best Places to Work
Building a Culture of Team Accountability
Business Development – Creating New Opportunities
Casting a Vision
Communicating Challenging News
Core Values: Giving Them Life and Meaning
Corporate Scorecard and KPIs
Culture: How to Shape it
Developing Future Leaders
Employee Bonus / Compensation Plan
Employee Retention Challenge
Growing Strategic Thinking in the Organization

Hiring Challenges
Identify Your Company’s Top Priority
Identifying, Developing, and Retaining Star Employees
Leadership Principles
Leading Others When Business is Soft
Learning from Crisis Management
Organization Structure & Impact on Culture
Performance Review Best Practices
Personnel/Organization Structure Decision
Philosophy and Organizational Structure
Potential New Business Venture
Recruiting and Retention
Strategic Planning
Succession Planning

My Ten Favorite Books on Leadership

Extreme Ownership by Jocko Willink

Good to Great by Jim Collins

It’s Not About the Coffee by Howard Behar

Legacy by James Kerr

Switch by Chip Heath & Dan Heath

The Culture Code by Daniel Coyle

The Captain Class by Sam Walker

Work Rules by László Bock

The 4 Disciplines of Execution by Chris McChesney

True North by Bill George

 

People I work with can expect to hear ideas and principles from these books.

Indra Nooyi

“Assume good intent. You will be amazed at how your whole approach to a person or a problem becomes very different. Your emotional quotient goes up.”

Leadership Evolution

Our best leaders react to their experiences with resilience and persistence. They “answer the call” time and time again. As they do, these men and women gain the confidence necessary to gradually grow and improve as leaders. I call it Leadership Evolution.


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Find me here

  • Bruce Boeger
  • Leadership Evolution, LLC
  • 12714 Century, Overland Park KS, 66213
  • 913-620-7924
  • bruce@LeadershipEvolutionLLC.com
  • leadershipEvolutionllc.com

Fresh from our blog

  • ….you can expect a leadership coach who truly wants what’s best for you, your family, and the organization you are a part of.
  • …can expect professionalism, thoughtful support and challenge with accountability.
  • ….can expect to be challenged to unlock your leadership potential and to lean-in to your strengths.
  • Jorban-Riscoe