Strategic Thinking / Session 1

Daytona Beach · June 2026

Greiner's Growth Model
Every company passes through predictable growth stages, and each stage creates a new crisis. A company's position on that curve shapes what you, the leader, need to do next. Your job isn't just solving today's problems. It's seeing the next one before it arrives.

Read the Pattern
(Iceberg Model / Whole-System Awareness)
Most of what drives organizational behavior isn't visible. Beneath every surface problem (performance gaps, misalignment, missed deadlines) are patterns, structures, and mental models keeping that problem in place. Read the pattern before you react to the symptom.

Hold the Horizon
(Three Horizons / Multi-Horizon Thinking)
Strategic leaders hold three timeframes at once: what's running now, what's being built, and what's being bet on. Collapse them into one and you're always in firefighting mode.

Make the Trade 
(Strategic Filter / Strategic Trade-offs)
Every real decision is a trade. The filter we built together (Direction, Possibility, Cost) stops you from circling a decision and helps you commit to one.

Cross-Functional Decision-Making / Session 2

Bellevue · July 2026

Clarity, Trust, Dialogue
Cross-functional decisions stall for one of three reasons: people don't understand what's actually being decided, they don't trust the people deciding it, or the conversation never gets past positions to the real need. Everything below traces back to one of these three.

Own the Story
(Narrative Ownership / Perspective Agility)
Before you can resolve a cross-functional conflict, you have to see it from the other function's perspective. Own the Story means naming your own narrative honestly, then doing the same for theirs, before either side tries to be right.

Find the Need
(Productive Conflict / Nonviolent Communication)
Positions collide. Needs don't have to. Map the Needs, built on Rosenberg's NVC framework, moves the conversation off "what I want" and onto "what I actually need," which is almost always more negotiable.

Make the Call
(Psychological Safety / Integrative Thinking)
Every voice heard, every criterion on the table. Make the Call means using what you gathered to make a data-driven decision, then recording the call and what happens next. Not to cover yourself. To learn from it.

Decide and Commit
The room doesn't need to agree. It needs to commit. Voice your disagreement openly, then back the decision 100% once it's made, in effort and follow-through. Disagreement stops the moment the call is made.