How people naturally contribute, and what a leadership team truly needs to perform at its best.
Leadership Advisory | Creator of Reason for Being™
For 40 years, I have studied leadership and decision making as an international role holder, and as a trusted advisor and coach to hundreds of leaders and executive teams.
Most leadership methods focus on externals such as strategy, performance, risk, and communication. Almost none begin with the first level of leadership: knowing who we truly are. This missing link led me to develop the Reason for Being methodology.
A Reason for Being is a single sentence that captures:
Once identified, it becomes a clear reference point for how someone works best and where they add the most value.
Leaders facing the same situation may make very different decisions. But when one leader makes inconsistent choices over time, the team loses coherence.
A Reason for Being guides purposeful decisions. It clarifies what to consider, accept, or reject. It shows when to change course or stop. It strengthens resilience. Without this clarity, decisions become fragmented and exhausting.
Leadership Advisory | Creator of Reason for Being™
A collective Reason for Being highlights the strengths, talents, contributions, and style of a team or organization. It harmonizes with the company's mission and vision. It is especially valuable during:
A Reason for Being strengthens organizational clarity and performance. When people understand their purpose and contribution, collaboration becomes more fluid, and teams act with greater coherence.
Guided by individual and collective purpose:
People perform best when their strengths are recognized and put to use.
Together, a person's Reason for Being and the team's collective Reason for Being give a clear picture of who is genuinely aligned with the team's purpose, and who isn't. That clarity is what makes the right next step visible.
Identify each leader's core talent. Clarify their natural contribution to others.
The module begins with a one-hour online coaching session with each team member. Scheduling is highly flexible; we adapt entirely to the manager's calendar.
The outcome: the manager puts their personal purpose into words in one sentence. They recognize themselves in it: "Yes, that's me." They feel seen and understood.
The leader is coached to present the strategy in a way that connects directly to their own Reason for Being.
Each manager presents their purpose to the group, illustrating it with concrete, real-life examples. Their peers confirm it, sharing examples they've witnessed firsthand. This peer recognition builds trust and confidence across the group.
The group moves on to defining the team's shared purpose. Because it is built directly from the individual purposes of its members, it is authentic and true to who the team really is. From this point forward, every decision made by team members is aligned and harmonized around this collective shared purpose.
Each manager then articulates, from both their personal Reason for Being and the team's collective Reason for Being, how they will contribute practically to the strategy.
A debriefing session with the leader closes the process, translating what emerged into a clear view of engagement across the team.
The more leaders and teams go through this process, the clearer the picture of the organization's culture becomes, and the more the strategy is embodied throughout the organization.
Scope and investment depend on your context. Let's talk it through together before proposing what's right for you.
Book a ConversationLanguages: English • French • Italian • Czech (with translator)
This wasn't about adding up Excel columns: it was about bringing together men and women who, in some cases, had stopped talking to one another. Once a team grasps why they do what they do, collaboration, strategy and communication align far more naturally.
CEO, AtosLaurent, what did you do to our management team? We saw them coming out of lunch, happy. The next day, it could be felt everywhere in the company.
CEO, CBREIf the picture shows the wrong person in the wrong seat, Executive Search finds the right one. Outplacement supports a smooth exit when that is the better path.
Bring leaders together around a shared purpose, in gatherings designed and facilitated so they truly engage.
One-on-one support for a leader working through a difficult decision on their own.
Train your own recruiters to use Reason for Being in every hire.