Jeff is deeply involved in the development and practice of Adaptive Leadership™. He is engaged internationally with a variety of public and private sector organizations, helping them build their leadership capacities. Among his clients are the Federal Aviation Authority, Watson Wyatt Worldwide, Best Buy, Merck, Scottish Government, The African Leadership Group of Johannesburg, Massachusetts Superintendents’ Association, Bahamas Telecom, The New York Center for Charter School Excellence, the Irish Civil Service, Deutsche Bank and Verizon.
With more than 25 years of experience in the fields of personal, organizational and business development, Jeff brings a broad range of capabilities to his Adaptive Leadership work. His most recent work has focused on supporting leadership teams facing difficult choices, intact teams trying to elevate the quality and impact of their collaboration and coaching individuals in highly charged, political roles.
Prior to joining CLA, Jeff’s spent 15 years in financial services before starting and building his own company. A former Peace Corps Volunteer and Training Director in Southern Africa, he holds a B.A. in English and an M.A. in Counseling from Colgate University. He has taught leadership at Harvard and Northeastern Universities.
Jeff lives near Boston with his wife Nanci and their four children.
The CLA logo honors the challenge that exercising true leadership entails.
The large dot in the center represents an opportunity for change, what we call an adaptive challenge. It is surrounded by the individuals and coalitions, represented by the small purple dots, which have a stake in tackling—or avoiding—the problem you face.
Individuals representing divergent views, yet actively engaged in working on the challenge “in the room,” are depicted in the inner circle. These outside dots represent constituents and their specific loyalties, values, and losses that will be affected when a progress is taken toward an adaptive challenge. These outside forces, are what those are “inside the room” represent and are managing and whether aware of them or not, the invested constituents can derail a solution.
The leadership opportunity lies in recognizing these competing commitments and helping the various members work through their articulation and potential losses. This adaptive stakeholder analysis needs to involve those both inside and outside the room. Acknowledging what might be lost or may have to be given up to make progress is critical. Without this first step, the loyalties and values to those outside responsibilities can make the Adaptive Challenge intractable.
By understanding the key factions around an Adaptive Challenge, you are more likely to develop strategies for recruiting allies, working with the opposition, and preparing for the casualties of the process. The diagnostic work is to observe the system by seeing the multiple relationships to the issue.
CLA engagements are only delivered by master practitioners.