Leadership Advisory Rooted in Psychoanalytic Principles
Leadership challenges are rarely solved by strategy alone. They require an understanding of people, authority, systems, and the emotional undercurrents that shape decision-making and performance.
I provide leadership consulting to family businesses, CEOs, entrepreneurs, and
boards navigating complexity, growth, and transitions. Drawing on over a decade of clinical experience with individuals, groups, and organizations, my approach is grounded in psychoanalytic principles - helping leaders understand and take ownership of the dynamics they create and repeat with the people they work alongside and lead. I work to create environments where direct feedback and communication is possible, often after years of impasse, volatility, or silence. I facilitate an environment where feedback is both possible and essential.
Rather than offering prescriptive formulas, I work collaboratively to create spaces for reflection, honest and direct dialogue, and practical action.
The goal is not temporary improvement but durable change and growth.
Family
Businesses
Families that work together must navigate multiple complex and intersecting roles. It is often impossible to avoid the ways that family relationships impact business relationships, and vice-versa. All too frequently, both relationships suffer under the strain.
Coming from a family with a family business, I understand the complex dynamics that come into play when a family goes into business together.
Through customized engagements involving individual and group work, 360 evaluations, and liaising with executive teams and boards, I help families:
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Create settings where working family members can better understand their roles, authority, and points of conflict
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Facilitate movement and growth in family businesses that find themselves at an impasse
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Navigate the complex dynamics that accompany generational succession
Chief Executive
Officers
In what is both a powerful and solitary position, CEOs receive a remarkable amount of pressure and expectation in leading organizations. They must inhabit their authority without being authoritative. They must listen non-defensively to feedback from the organization and figure out how best to make sense of it. Their ability to provide candid, direct feedback often determines whether workers deem a workplace culture healthy or toxic. They must manage these demands while also navigating all the economic pressures inherent to the position.
I work with CEOs interested in building their leadership capacity. CEO engagements typically focus on issues of authority, decision-making, conflict, interpersonal dynamics, and blind spots. The work often involves collaborating with a CEO’s executive team and board to best facilitate the leader’s development. The areas of focus include increasing resilience, managing uncertainty, developing authority, and improving motivation, accountability, and performance.
Entrepreneurs
Entrepreneurs must manage processes involving risk and rapid growth that stretch leadership capacities. The process rewards fast moving individuals who can stay sustainably motivated, build organizational systems, and project confidence while managing the unavoidable anxiety that comes with being at the top of a rocket ship. I team with leaders who recognize the challenges of the enterprise and are interested in creating a reflective, generative, and protected space to support personal and business growth and effectiveness.
Boards of
Directors
Boards must operate as a team and handle complex group dynamics. They must tackle oversight and advisory tasks while typically meeting only several times a year. This leaves boards little time and space to learn to function as an effective working group.
Through engagements that usually involve individual and group meetings, I help boards delineate their roles and tasks, become more aware of their group dynamics, and improve their ability to effectively advise their organizations.
