Art in the boardroom

Leaders who have already seen that doing more doesn't produce better results often meet the same obstacle: the thing the group isn't saying.

I work in two ways. In a stillness session, the board sits with what is in the room, and I witness. In an executive workshop, I take the Jester's role: the one person who can say the unsaid under the chair's authority.

I spent years on the other side of the table, in private banking, in start-ups and in leadership positions. I know what a boardroom can and can't hold, and I work with a clear frame and with everyone's consent.

Most boards start with one individual session. If it earns its place, it becomes a recurring practice.