Services
Leadership consulting services for problems that will not fix themselves
LML runs five services, and every one of them follows the same method: read the situation honestly, agree what changes, do the work on a fixed cadence, and prove whether it moved. Below is what each service is for and who tends to need it.
Five services, one method
Each is described in full on its own page: what it is for, what the work looks like, and the signs it is the right fit.
Executive Coaching
The higher you go, the less honest feedback you get. Executive coaching buys back the one thing seniority takes away: somewhere to think out loud without it becoming a message.
Chief executives, founders, managing partners, and senior leaders buying for themselves or for someone on their team.
Leadership Development
Most leadership training is remembered fondly and changes nothing. The difference is whether the program is attached to the work people actually do, and whether anyone checks afterward.
Heads of talent, learning and development directors, chief people officers, and chief executives building a succession bench.
Leadership Team Effectiveness
A leadership team does not fail because its members are weak. It fails because the group has learned a set of habits that make honesty expensive and decisions reversible.
Chief executives and chief operating officers who own a leadership team, and the people leaders supporting them.
Leadership Assessment
A senior hire that does not work costs far more than the search fee. Assessment is the cheapest part of that decision and usually the part that gets skipped.
Chief people officers, chief executives making a senior appointment, boards evaluating succession, and private equity operating partners.
Organizational Development and Culture
When a problem survives the replacement of everyone involved in it, the problem is not the people. It is the structure, the incentives, or the decision rights around them.
Chief executives and chief people officers dealing with a recurring problem that individual development has not fixed.
Read, Frame, Work, Prove
Most leadership work fails in the first two weeks, before any coaching happens, because nobody agreed what was actually wrong. This is the sequence every LML engagement follows.
Read
Understand the situation before proposing anything.
Structured interviews, a review of what the organization already measures, and where it fits, a validated assessment. The output is a written read of the situation, not a proposal.
Frame
Agree what changes, and how you will know.
We name the two or three behaviors that matter, who they affect, and what observable difference counts as progress. This is written down and signed off before the work starts.
Work
The coaching or development itself, on a fixed cadence.
Sessions run on a set rhythm with work between them. Real situations from the leader's actual week drive the agenda. Nothing is theoretical.
Prove
Check against the measure set in Frame.
At the close we return to the observable difference agreed in stage two and report against it plainly, including where the work did not move the needle.
Not sure which service fits
Thirty minutes, confidential, no charge. Describe the situation, and we will say honestly which service applies, including when the honest answer is none of them.