Aesara Partners 

At Aesara Partners, our mission is simple: enable you to be the best version of yourself. We offer a range of focused services that unlock the potential of people, teams and cultures to maximise business performance. 

Collectively our Partners and Associates have decades of experience both in executive coaching and as board level leaders themselves working in multiple sectors across global markets.

Partner & Executive Coach

Doshisha University

Professor of Strategic Management, Global MBA Program

The CFO Coach K.K.

The CFO Coach K.K. is a boutique executive coaching firm specializing in developing High-Performance​ Financial Leaders and Teams.

Founder & Executive Coach

Kansai Gaidai University

•	Awarded President's Global Education Award (Teacher of the Year).

Professor of Leadership & Management

Benesse Holdings, Inc. (USD 4.5B; Tokyo Stock Exchange Code: 9783)

•	Member of the Board of Directors for Berlitz Corporation; Benesse Corporation; and Benesse Style Care.  Chairman of Audit Committee for Berlitz Corporation. Member of Benesse Holdings Pension Committee.
•	Global CFO covering all 40+ Benesse group companies
•	Championed and supported multiple cash generation initiatives including a CFO led "Save to Grow" initiative to improve Company Financial performance and to identify significant savings for business reinvestment
•	Enhanced Finance bench strength and hired a high potential team to start financial business consulting
•	Implemented several process and capability best practices to move group companies towards global standards

Global Chief Financial Officer & Corporate Senior Vice President

McCann Worldgroup Holdings

• Overall Responsibility for Operations (Finance, IT, Legal, and Administration - 10 legal entities) 
• Successfully turned around long term loss making lead agency by delivering double digit margin improvements within two years
• Delivered double digit margin improvements for all six MWG Group companies 
• Built a new Finance team and moved from Scorekeeping to Business Partnership and improved business performance
• Major projects within last two years include: 
  - Shared Service center creation/migration
  - New Financial System Migration
  - Acquisition & Divestiture
  - Business Turnaround
  - Retirement Plan consolidation/change
  - Office relocation/rent reductions

Group Chief Financial Officer, Executive Vice President, and Member of The Board

Becton, Dickinson and Company

• Led Finance, Procurement, General Affairs, and Rebates teams (43 staff) to deliver multi-million dollar cash and profit performance improvement for first year and beyond. Exceeded all budget expectations.
• Engaged Japan Management Team and Global Finance Leadership Team on company objectives to deliver best outcome (Finance Transformation initiative, Sales effectiveness improvement, Key Account Management, Business Continuity plan, and strategy/selection of backup distribution center).  Led process for 2012-16 Business Plan development
• Developed and executed Finance department strategy and vision to move from scorekeeping to business partnership. Implemented job rotation program and hired several high potential employees to improve bench strength.
• Championed multiple Finance and Procurement initiatives including definition and implementation of new 401k Retirement Plan; divestiture of non-core business; change of primary banks (reduced bank fees by over 30%); vendor reduction process, and new travel expense management system 
• Taught New Manager Essentials program and selected as leadership trainer for PEPFAR program in South Africa to teach Leadership and Change Management to African Health Ministry officials

Finance and Administration Director

Avon Products Inc.

•	Implementation project leader for Avon Sales Leadership Framework (ASLF) – Highest priority project for the Company to adapt to a new Sales Model.  Completed project implementation in record timing.  Awarded regional award as part of ASLF Team. Only person in Asia recognized for both Top-line and Bottom-line contributions in the same year.
•	Defined and executed new vision and mission and led Sales Support department to complete over 40 initiatives (within a six-month period) as part of Team’s new journey towards field motivational excellence. Incorporated new processes to deliver high impact incentives, and to create Sales energy and momentum for sales turn-around.    
•	Achieved highest employee engagement scores with Sales Support Department significantly exceeding country results in over 95% of categories.  Previously had also led Finance department to highest employee engagement scores.
•	Global Project leader for a high potential, multi-functional, multi-national team to study and recommend actions to improve Global Sales Incentive management/spending process.
•	Oversaw execution of a variety of Company and Public/Media events ranging from Sales Conferences to Philanthropic events including Annual Awards to Women, and Pink Ribbon Campaign support.

Executive Director and Member of the Board

•	Responsible for Financial policy making/implementation and reporting for Avon Japan as a public company (including statutory/public, and Board Meetings). All year-end financial documents audited with no comments/exceptions.
•	Defined and executed new department Vision and Mission, and recruited, trained and developed a completely new Finance team (80% new hires within a six month period) to move from scorekeeping to business partnership. Finance team formed core of country high potential list.
•	Consistently over achieved profit performance commitment under adverse conditions of sales decline by aggressively managing strategic business needs with cost cutting; Delivered zero overhead growth during all years; Japan winner of regional awards for best cost management performance, and for boldest transformation strategy.
•	Provided leadership and support for critical decisions and strategy development as Japan Leadership Team Member.  Actively led change management process within company.
•	Consistently achieved best internal control results in Asia-Pacific/Avon over a period of eight audits.  Japan one of only two countries with highest audit rating. Outstanding performance generated support to remove Japan from list of High Coverage countries.
• Co-developed strategic/financial business case, and obtained approval for number of campaign reduction in 2006 making Avon Japan only country ever in Avon to undergo campaign reduction. 
• Independently analyzed and provided strategic direction for Plant study which challenged and reversed previous recommendation by outside consultants on plant closure.
• Provided leadership in several restructuring initiatives by providing an achievable plan to achieve 12% people related cost reduction.  Played lead role in this study representing Finance, Supply Chain and HR 
• Consistently achieved highest performance rating and nominations to several high potential programs
• Elected (and re-elected) to Board of Directors

Executive Director, CFO and Member of the Board of Directors

Delphi

• Prepared Asia-Pacific regional messages / presentations for Delphi Strategy Board, and for Delphi Board of Directors.
• Supported development and implementation of critical Asia-Pacific strategies.  Performed competitive intelligence and other special studies to identify risks / competitive threats and outlined regional / corporate response.
• Provided Miller Heiman strategic selling process training to Asia-Pacific personnel to improve value propositions and increase sales effectiveness.

Director Asia-Pacific Planning

• Management responsibilities for Finance, HR, General Affairs, and Six-Sigma.
• Active member of the Japan Strategy Board and Japan management team.  
• Six-Sigma Deployment Champion for Delphi Japan.

Delphi Japan – CFO & Administration Director

Country Responsibilities:
• Managed all finance functions including accounting, budgeting / forecasting and treasury.
• Lead development of cross-functional and cross-divisional Internal Control Review Board.
• Lead and supported strategic initiatives including venture development support, site enhancement, competitive analysis, transfer pricing, and cost reduction studies.
• Represented Japan in Asia-Pacific Financial Task Team.

Regional Responsibilities:
• Coached country CFO and staff to implement common financial reporting processes.
• Supervised and provided training for engineering / commercial / plant / site analysts.  Coordinated regional financial training programs for the sector in the Asia-Pacific region.
• Coordinated the regional budget, business plan, and capital management process.
• Supported development of common financial practices among ventures including:  Loan monitoring, F/X and cash management, compliance with accounting principles, report submission, etc. Provided regional oversight of venture risk exposure.

Asia-Pacific Senior Finance Mgr.

Executive Coach | MBA Professor | Ex-Global CFO

I help senior leaders master complexity, elevate strategic impact, and lead with authentic authority.

I bring over 25 years of C-level and boardroom experience as a former Global CFO for a $5B publicly traded company, combined with a deep commitment to human-centered leadership development.

Today, I coach global executives, CEOs, and leadership teams — specializing in executive transitions, strategic leadership, high-performance teams, and Asian leadership development.

I am also an MBA Professor of Leadership and Strategic Management, blending research-driven frameworks with boardroom-tested insights to develop transformational leaders.

Based in Kyoto, fluent in English, Urdu, and Japanese.

Connect with me: arif@thecfocoach.jp

Website: www.thecfocoach.jp (please sign up on my mailing list to receive future announcements and newsletters)

Arif Iqball

Sands Leadership

We all want to lead inspired teams.

But every leader, no matter how talented, occasionally needs another voice to help inspire their team to achieve next-level performance.

That’s where I come in.

I work with highest potential employees at global organizations to help them create greater clarity, confidence and accountability at both work and home.

Executive Coach + Founder

Water Street Partners

In the Fall of 2007, two Partners at McKinsey & Co approached me with an idea: To take their skill and expertise in setting up and restructuring international joint ventures - and combine it with the speed, efficiency and scale of the Corporate Executive Board (CEB) business model. I was all in. 

In my role as Managing Director, I advised multinational companies on best practices in joint ventures and other complex partnerships. My specialty areas include: JV CEO/leadership best practice; JV corporate governance; JV operating model design; JV strategy

While I had exposure to JVs of all shapes and sizes, I spent most of my time focused on ventures in the Aerospace, Defense and Metals/Mining sectors.

Managing Director

Corporate Executive Board

One of the greatest jobs I've ever had: Travel around the country working with CFOs and other senior Finance leaders (Controllers, Tax Directors, Treasurers, etc) to understand - and implement - best practices related to emerging issues in Corporate Finance. 

Some of my favorite topics: 
"Improving Finance's Business-Partnering Capabilities" 
"Building The Next Generation Finance Team"
"Building Better Dashboards - Right-Sizing Metrics and Measurement"

Director, Research & Executive Education

Incredible job - one I was lucky to get following my return to "civilization" after 4 years of building a business and teaching in Aspen, CO. 

I learned the art and science of sales in this role.  Specifically, I was responsible for selling $20-60,000 annual access to CEB's rich set of benchmarking, best practices and tools. 

An important, albeit challenging, phase in my personal professional development. During this intense 18 months, I learned the basics of business - as well as the importance of both process...and perseverance...to achieve business success.

Associate Director, Sales

Coaching PE-backed leaders to build the skills they need to scale fast + smart | Creator of the Sands Performance Assessment | Father of 5

I help PE-backed leaders quickly grow their team, scale their business, and delight their investors through better leadership.

Over the past 15 years, I’ve developed a smart, intuitive coaching program that’s helped hundreds of CEOs build healthier, higher-performing teams.

The secret? High Growth Leadership builds the five core skills every fast-scaling leader needs:

Prioritization – Know what matters. Ignore what doesn’t.
Execution – Get the right stuff done. On time. Every time.
Mindset – Build the resilience to lead under pressure.
Trust – Become the leader people rely on.
Teamwork – Collaborate better. Multiply results.

I love this work but, to be honest, I never thought I’d be on this journey.

For much of my early career I worked in management consulting, helping senior execs navigate complex strategy and growth challenges. The work was high-profile, but I saw too many smart leaders quietly struggling, stretched thin, unclear on priorities, and disconnected from the people who mattered most.

That disconnect became my obsession.

After getting married, I realized that being a jet-setting consultant wasn’t aligned with my #1 priority: to be a great husband and (eventually) father. That’s what led me to coaching, and later, to creating the Sands Performance Assessment.

Most assessments help you describe people. This one helps you understand them.

You'll discover what drives your team's behavior so you can coach, support, and lead them more effectively.

This isn’t another DISC, MBTI, or simple personality test. This tool pinpoints:

- What matters to each person
- What kind of feedback they respond to
- What drives their best work
- What creates trust and what breaks it

That insight helps leaders improve performance, deepen connections, and build alignment at scale.

Whether I’m coaching 1:1 or working with full exec teams, my goal is the same:
Help leaders lead in a healthy, sustainable way.

If you want to lead with more clarity, or you’re looking for a scalable tool to build better teams, let’s connect.

1️⃣ Subscribe to my newsletter:
Over 4,000 CEOs and Senior Executives get practical tips to improve leadership.
bit.ly/4oikIub

2️⃣ Get the Sands Values-Based Assessment
Buy the tool top execs use to uncover what builds trust, drives performance, and improves alignment across PE-backed teams. (coming soon!)

3️⃣ Apply for Coaching
Join my 8-week executive coaching program for leaders ready to transform how they live and lead.
bit.ly/3UcpKe3

If you have questions about what I offer, DM me or email info@sandsleadership.com

Ben Sands

Lighting someone else’s torch doesn’t diminish your flame.


In fact, the leaders who do it consistently are the ones who brighten the whole room.
They raise the level of performance, trust, and alignment across the team.

Credit for this image goes to Gareth Lloyd

In high-growth environments, particularly in PE-backed businesses, leaders often feel the need to prove their value by being the one in control. 

They hold the context, make the decisions, and drive the outcomes themselves.

That approach can work in the short term. 

But over time, it creates dependency, limits growth, and slows the business down.

In my work with executive teams, the leaders who scale most effectively are the ones who give others what they need to lead well, then step back with intention.

Here’s what that looks like in action:

→ They clarify priorities so that their teams aren’t waiting on direction.
→ They follow through consistently, which makes their leadership predictable in the best way.
→ They give meaningful responsibility, not just tasks, so people feel ownership over outcomes.
→ They coach instead of correcting, which helps people grow, not just perform.
→ And they recognize progress, even when it’s imperfect, so their teams stay resilient through change.

When you light someone else’s torch, you’re not stepping aside. You’re building momentum across the team and beyond yourself.

That’s not just good leadership.

It’s healthy leadership.

If you’d like to become a healthier leader, I’ve built a free 2-minute Executive Health quiz that will get you started: 

https://lnkd.in/eYHVMjr5

What’s a way you’ve helped someone on your team shine recently?

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You're shaped by your circle.

Make sure you keep good company.

Thanks Lise Kuecker for this reminder.

If you want to succeed, it's important to be around people who'll help you.

They won't do it for any kind of agenda, they'll do it because they want to see you grow.

I've been lucky to have some truly great role models in life.

My older brother Jamie, a Navy SEAL, showed me that you can't do great things alone.

My first mentor, Pat, taught me that if I wanted to live a great life, I had to live in alignment with my values. 
Even when it’s hard.

My wife Sarah helped me discover that when you put faith and family first, everything works out for the best. 

Their belief and guidance still shape how I live and work.
And they've helped me become the kind of person who can support them in return.

My role models and I share similar values. 
We care about family, faith and doing our part.

That alignment makes it easier to support each other,
because when we're making decisions, we're aligned on what matters to us most.

It works the same way for anyone else.

When you are clear about who you are and what you want, others will be drawn to your authenticity.

It may only be a few people, but they're the ones you can depend on most.

Yes, there's value in expanding your circle.

But as you continue to grow, don't forget the people who've been by your side from the beginning.

They're the ones who'll likely be there in the end, too.

📍 Tag a mentor or friend you're proud to have in your corner.
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Most leaders think they need speed.

What they really need is patience.

Thank you Gareth Lloyd for this analogy!

Speed matters in private equity.

But there's a difference between being fast and being reckless.

Most leaders know this — but when the pressure is on, impatience creeps in.
And that impatience has real knock-on effects.

It's like baking.

These pies have the same ingredients and the same potential.

One is burnt. The other is perfectly baked. 
The only difference? Time and intensity. 

When urgency turns into impatience, they get the burnt pie:

→ They rush, and mistakes multiply.
→ They grind through 14 hour days, and health fails. 
→ They tense up, and creativity shuts down. 

That kind of urgency slows everything down.

But when leaders match speed with patience,
they get the perfectly baked pie:

→ They hit long-term goals, AND short-term targets.
→ The team has the time and space to do their best work.
→ Motivation increases instead of burning out.

That's how you get healthy, high-growth over time.

Because just like baking, leadership isn't only about ingredients.
It’s also about how you set the oven.

If you're wondering how to start creating a healthy, high-growth environment,
I built a free 2-minute quiz to help here:

bit.ly/ExecutiveQuiz

Have you ever experienced the tension between speed and quality? If so, how did you respond? 

Every Saturday, I break down the leadership lessons that help $10M+ businesses grow and scale more effectively.
Subscribe to my free newsletter here: https://lnkd.in/eXiRx-HZ

➕ For daily advice on improving teams and leadership, follow Ben Sands.
♻️ Repost to help other leaders build high-performing environments.

It’s not the critic who counts,
it’s the leader who steps in to help.

Plenty of people will judge, gossip, or tell you "what should have happened."
Far fewer are willing to roll up their sleeves, support their team, and help them grow from it.

Choosing the latter says a lot about the kind of leader you are.

They don't use mistakes as opportunities to assert authority. They use them as moments to help people grow.

And it's not only good for team members,
it helps leaders better themselves as well:

You build your character:
↳ When you support others, you practice patience, empathy, and humility.
↳ Those traits make you a better leader and human.

You learn more:
↳ Helping others gives you the chance to learn new ways of doing things.
↳ Widening your perspective helps you spot fresh solutions to problems.

You set the example for someone else:
↳ When people feel supported, they’re more likely to pay it forward.
↳ That creates a culture where helping each other is the norm.

The best leaders don't try to be heroes and save everyone when things go wrong.
Instead, they focus on using their skills to help their team improve how they respond when challenges arise.

The more you support others, the more likely they are to do the same.

That's how you create an environment where criticism is discouraged, and team problem solving becomes the norm.

If you want to understand how to support your team, I’ve built a free 2-minute quiz that can help:
bit.ly/ExecutiveQuiz

What's one small way you could support someone on your team this week?

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Mindset can be our greatest strength or our biggest obstacle.

It shapes how people think, act, and show up every day.

As a leader, your job is to spot when your team’s mindset starts to slip.

That’s when "mind trash" starts to creep in. 
Mind trash is the stories we tell that hold us back from getting what we really want.

→ “I’m not smart enough.”
→ “I don't have enough time.”
→ “I can't do this.”
→ “No one cares.”

Those stories often tie back to our core needs: security, connection, growth, and significance.

Mind trash forms slowly, then all at once.
The stories take root over time until, one day, they're all we can hear. 

Most of the time, people aren’t aware of the stories they tell. 

Great managers can help.

They listen closely during 1:1s, team meetings, and stressful moments, because those conversations often reveal what’s really on someone’s mind.

When you notice those signals, that’s your chance to step in and help change the story that's holding them back.

Ask follow-up questions when they doubt themselves:
↳ “Have you ever been through something like this before?”

Push back on the negative self-talk with compassion:
↳ “Is this actually true, or does it just feel true right now?”

Help them reframe it:
↳ “What is more true? What's a story that would serve you right now?"

Interrupting mind trash early helps the people you lead better lead themselves. 

And that’s how you clear the path for healthy, high growth.

I’ve built the Sands Performance Assessment to make this easier for managers.

In a few minutes, you’ll understand what drives your behavior and how you can help your team.

It's available for free here: https://lnkd.in/ecKurtuG
--------------------------

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Surrounded doesn’t always mean supported.

There’s a difference.

Most leaders say they want to be around the right people.
From the outside, it looks like they already are.

Their calendars are full.
Meetings stack up.
They’re rarely alone.

But that’s not the same as having real support.

It’s not a lack of input that holds most leaders back.
It’s the absence of meaningful pushback that actually helps them grow.

The best kind of support challenges your thinking, keeps you honest, and helps you stay steady under pressure.

And that kind of support doesn’t just show up.
You have to seek it out.

When you know what matters to you and lead like you mean it.
Instead of trying to manage everything alone, you begin building a circle that reflects what you stand for.

Real support is not about surrounding yourself with people who always agree.
It comes from those who ask better questions, help you see what you have been missing, and care more about your growth than your comfort.

That is what real support looks like.

Who is giving you that kind of push right now?

The first step to building real support is knowing where you need it most.

Take this free 2-minute quiz to discover how to become a healthier, more supported leader:
https://lnkd.in/etM4mW7c

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Disconnected teams don’t fix themselves.

It’s the leader’s job to realign them.

The good news is that there are he warning signs.

Spot them early, and you can course correct before the team gets off track:

1. They Stop Pushing Back:
↳ Silence is a sign of disengagement. When people stop pushing back, they've stopped caring.

2. Their Curiosity Fades:
↳ Their questions start to disappear. Meetings become transactions instead of explorations.

3. They Optimize for Safety:
↳ Bold ideas aren't brought to the table. Risk tolerance and motivation drops.

4. Their Standards Quietly Slip:
↳ "Good enough" replaces what used to be "great." Paying attention to detail isn't a priority anymore.

5. They Go Off Camera (Literally and/or Metaphorically):
↳ They withdraw, both visibly and emotionally. Even when they're in the room, they're not really present.

6. They Stop Celebrating Wins:
↳ Team victories don't land anymore. When people stop sharing in success, they've already checked out emotionally.

7. The Laughter Stops:
↳ The jokes, banter, and lightness fade away. When joy leaves the room, it is usually because commitment left first. 

8. They Over-index on Systems:
↳ They focus more on process than purpose. It becomes easier to follow orders than to care about real outcomes.

9. Energy No Longer Transfers:
↳ The energy stops flowing between them and others. Where they once lifted the room, now the room has to lift them. 

10. They Start Talking in Past Tense:
↳ Their language shifts toward nostalgia. They tell more stories about what was and offer fewer ideas about what could be.

11. They Stop Bringing Problems:
↳ Issues and concerns go unshared. When people stop sharing problems, they're not protecting the team; they're protecting their exit plan.

If you’re seeing two or three of these, it’s time to look at where your team needs support and realignment.

Create a safe space for honest conversations.
Ask what’s working and what isn’t.

When your team sees you have their best interests at heart, you can rebuild the trust you need to win.

I built a free, 2-minute quiz that helps you spot early signs of disconnection — in yourself and in the people you lead.
Take it here, and pass the link to your team if you find it useful.👉 bit.ly/ExecutiveQuiz

Which one of these signs do you think is most worrying?

Every Saturday, I break down the leadership lessons that help $10M+ businesses grow and scale more effectively.
Subscribe to my free newsletter here: https://lnkd.in/eXiRx-HZ

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Your title doesn’t make you a leader.
How you show up each day does.

Leadership shows in how you listen, make decisions, and support others when it counts.

These 10 skills form the foundation of leadership people trust and want to follow.

L - Listen Actively:
↳ Listen to understand, not to respond. The best ideas often come from your team.

E - Energy Management > Time Management:
↳ Time is fixed. Energy isn’t. Focus on energy, and time takes care of itself.

A - Ask Great Questions:
↳ Clarity comes from asking the right questions, not by having all the answers.

D - Deliver Predictable Performance:
↳ The best indicator of leadership quality is results.

E - Elevate Others:
↳ A key marker of success is how many people grow alongside you.

R - Ruthless Prioritization:
↳ Real focus means having the guts to say no to what doesn't support the vision.

S - Systems Over Strategy:
↳ Build processes that work in any scenario, not just when conditions are perfect.

H - Humility With Strength:
↳ Be confident without needing credit. When you lift others, your influence grows.

I - Integrity Under Pressure:
↳ You find out what you're made of when doing the right thing comes at a price.

P - Productive Paranoia:
↳ Always ask, "What could go wrong?" Then fix it before it does.

Leading this way helps you meet both your own needs and your team’s in a way that lasts.

That’s how you build a culture where people want to stay, do their best work, and grow into leaders too.

If you’d like to know how you lead best, I’ve built a free 2-minute quiz that can help:
bit.ly/ExecutiveQuiz

Which of these skills has been most important to you and your leadership?
  
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Your team has expectations of you.

But they just won’t tell you what they are.

They don’t know how.

Based on 15 years of executive coaching, I know that few direct reports know how to safely say,
“Here’s what I need from you as my leader.”

So their expectations stay below the surface. Unspoken, but very real.

And here’s the tricky part.
You’re still being measured against them, even though they’re never said out loud.

So if they can’t tell you what they expect, how are you supposed to lead effectively?

Start by focusing on what most teams consistently need from their leaders, even if they don’t say it out loud.

Here are the big ones:

Clarity:
↳ Where they’re going, why it matters, and what success looks like.

Consistency:
↳ Steady energy. Follow-through. No “good day / bad day” leadership.

Presence:
↳ Be there when it counts, not just when it’s convenient.

Honesty:
↳ Tell the truth, especially when it’s uncomfortable and helps the team grow.

Recognition:
↳ Notice progress. Celebrate effort. Don’t wait for perfect outcomes.

Accountability:
↳ Clear standards. Timely feedback. Follow-through without blame or surprises.

Direction:
↳ Priorities, purpose, and values that make decisions easier.

Growth:
↳ Real opportunities to learn, stretch, and take ownership.

Integrity:
↳ Your actions match your words. That alignment builds trust.

Humanity:
↳ Be real. Admit mistakes. Lead with care and humility.

What matters most is being clear, consistent, and present.

That’s what builds trust and earns the kind of followership every leader hopes for.

If you're not sure where you might be falling short, this two-minute quiz can help: bit.ly/ExecutiveQuiz

Which one of these expectations stands out to you?

Every Saturday, I break down the leadership lessons that help $10M+ businesses grow and scale more effectively.
Subscribe to my free newsletter here: https://lnkd.in/eXiRx-HZ

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Trust isn't given.

It's earned.

The best leaders don't demand respect, but when they lead from a place of alignment and vulnerability it follows.

When you're clear, consistent and transparent, your team learns to trust you and one another.

That creates an environment where great work happens.

Here are 5 frameworks I teach to help new leaders build trust, fast: 

Trust Triangle
↳ Reminds us that trust is built on authenticity, logic, and empathy.
→ Use it to build credibility and alignment through your actions.

Trust Equation (This one's my personal favorite)
↳ Trust = Credibility + Reliability + Vulnerability - Ego
→ Use it to quickly identify your trust-related strengths and weaknesses. 

The 3 Cs Model (Competence, Character, Connection)
↳ Show that you can deliver results, act with integrity, and be authentic.
→ Use it to strike the balance between achieving great results and maintaining human connection.

The 5 Dimensions of Trust
↳ Focuses on being honest, open, respectful, reliable, and fair.
→ Use this to create a culture of accountability and transparency.

The 9 Habits of Trust Model
↳ The 9 habits reinforce ability, integrity, and benevolence to build trust.
→ Use this to embed trust into your daily habits and team culture.

When you focus on building trust daily, you become the kind of manager for whom a team will run through walls.

Leverage these frameworks to discover the small set of actions that make the biggest impact on the connection, loyalty and teamwork.

The Sands Performance Assessment helps you understand what your values are so you can lead with more trust.

In a few minutes, you'll understand how your values shape your relationships with your team.

You can get your free personalized report here:
https://lnkd.in/ecKurtuG

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You can't demand respect.
You've got to earn it, every day. 

For leaders, that means making good choices, keeping emotions in check, and putting your people first.
The more you lead with candor and trust, the more your team will do the same.

Here’s what that looks like on a daily basis:

1. Lead yourself first:
↳ Define what matters most to you and make decisions through that lens.

2. Set clear expectations:
↳ Let your team know what you need to do your best work and ask them to do the same.

3. Do what you say you’ll do:
↳ Follow through on your commitments to build a culture of accountability.

4. Put the team before yourself:
↳ Before every decision, ask: "Is this for me or for them?" Help your team succeed and they'll know you genuinely care.

5. Don’t avoid tough conversations:
↳ When issues come up, share the facts, explain the impact, and listen with care.

6. Connect daily work to the big picture:
↳ Make sure people understand how their work contributes to where the team is headed. When they understand the why, they show up differently.

7. Get your most important work done.
↳ Protect time for strategic thinking and show your team what disciplined execution looks like. 

8. Show consistent progress:
↳ Keep moving forward even when things aren’t perfect and bring your team with you.

Respect isn’t built overnight.
It’s built through small, daily decisions. 

Leading this way takes clarity, focus, energy, and balance.
When those start to slip, so does your impact.

If you want a quick read on where you stand and what to fine-tune, take my 2-minute Executive Health Quiz:
bit.ly/ExecutiveQuiz

What’s one decision you’ve made recently that earned your team’s respect?

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Dopamine is meant to energize us.

But today it's leaving us exhausted.

Thank you Felix Bertram for this wisdom.

A lot of people think effort is the only thing that matters when it comes to delivering great work.

But the foundation of all of our effort is energy.
Just like we protect our workspace, we need to protect our energy too.

And many folks don't know how to manage it properly.

When we're stressed, tired, or just need a few minutes to switch off, it’s easy to reach for quick hits of dopamine.

❌ Scrolling social media.
❌ Grabbing a quick (but unhealthy) snack.
❌ Binge-watching a show.
❌ Adding a "Lightning Deal" to your Amazon cart.

These choices give us a spike of pleasure but leave us feeling flat after.

The cycle continues, making people more tired than they felt before.

Replenishing our energy comes requires us to tap different sources of dopamine.  

Some of my favorites:

✅ Sunlight and fresh air.
✅ A 30 minute spin on the Peloton.
✅ Great music that gets me going (80s hair metal, anyone? 🤘)
✅ Or, switch off the music and 15 minutes of meditation.

These won't deplete your battery like an Instagram feed. Rather, they'll recharge and get you ready for what comes next.
They allow you to think clearly, lead with patience, and make decisions with clarity.

When you feel better, you perform better.
And if you embrace and model that belief, your team will too. 

Managing your energy starts with understanding what you actually need.
The Sands Performance Assessment helps you get clear on that.

In a few minutes, you'll understand what drives your behavior and how it shapes your leadership.

Get your free personalized report here:
https://lnkd.in/ecKurtuG
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2025 is almost over.

But there’s still time to achieve your goals.

Most goals fail because they're built on wishful thinking.
They're set, pursued for a few weeks, then abandoned. 

But when you combine them with the right framework, you turn intention into outcomes.

Here are 7 ways to get started:

1️⃣ Values-Based Planning
• A weekly habit to connect your goals to what matters most.

→ Clarify: What are your personal values?
→ Align: What's one goal that reflects those values?
→ Commit: What action, or small outcome will you commit to this week?

2️⃣ SMART Goals
• Set clear, actionable, and measurable goals. Make sure they're:

Specific → Be clear about what you want to achieve. 
Measurable → Ensure you can track your progress.
Achievable → Keep the goal realistic and attainable.
Relevant → The goal should align with your broader objectives.
Time-Bound → Set a deadline or timeframe for achieving the goal.

3️⃣ OKR (Objectives and Key Results)
• Use this framework for strategic bets: ambitious ideas that might not work

Objectives: What you want to achieve.
Key Results: Specific, quantifiable outcomes that describe what success looks like.

4️⃣ GROW Model
• A framework that helps you clarify your goals and create actionable plans.

Goal: What do you want to achieve?
Reality: What's the current situation or challenge you're facing?
Options: What are your options for achieving the goal?
Will: What actions will you take, and when?

5️⃣ CLEAR Goals
• Focuses on collaboration to create achievable and motivating goals.

Collaborative → Goals should encourage teamwork.
Limited → Goals should be achievable within a reasonable timeframe.
Emotional → Goals should be meaningful and inspiring.
Appreciable → Break down large goals into smaller tasks.
Refinable → Be flexible to adjust the goal if needed.

6️⃣ WOOP (Wish, Outcome, Obstacle, Plan)
• A strategy that combines goal visualization with obstacle planning.

Wish: What's your goal or desire?
Outcome: What's the best possible outcome of achieving your goal?
Obstacle: What obstacles could prevent you from reaching your goal?
Plan: What specific actions will you take to overcome those obstacles?

7️⃣ Weekly Reflection
• Track your work, energy, and progress to plan for next week.

At the end of each week, ask:

→ What worked?
→ What didn’t?
→ What will I do differently?

Frameworks help you move from ideas to action; from wishful thinking to real results.

They force you to be clear about what you want and what you need to do to make it happen.

If you're not sure which goals you need to focus on, take my free 2-minute Executive Health Quiz.

It gives you a quick read on where you stand and what to fine-tune.
bit.ly/ExecutiveQuiz

Which goal-setting framework do you use?

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The real reason your day disappears.

(and how to get it back)

A lot of the leaders I coach describe the same pattern:

They start the day intending to finish one key task…
and by 10 a.m. they’re fighting fires.
By noon, they’re in meetings.
By late afternoon, they’re exhausted.

And the work that actually had to get done?
Still untouched.

Most leaders think this is a distraction issue.
It’s not.
It’s The Whirlwind - the urgent, daily activity required to keep your business running.

You can’t eliminate it.
You can only manage it so it doesn’t consume the work that moves the business forward.

And here’s the truth most leaders miss:

It’s not The Whirlwind that derails your day.
It’s the behaviors that let it take over.

Here's a list of the most problematic behaviors,
(and what to do instead): 

❌ Bad: Starting the day with emails.
✅ Good: Starting the day with planning.

❌ Bad: Letting other people’s urgency dictate your agenda.
✅ Good: Say no with clarity and kindness.

❌ Bad: Attending meetings where you add no value and make no decisions.
✅ Good: Blocking time daily for deep, strategic work.

❌ Bad: Solving problems your team can handle.
✅ Good: Coaching your direct reports to operate independently.

❌ Bad: Saying yes to work that doesn't align with your goals.
✅ Good: Creating a clear 120-day plan that protects your capacity.

❌ Bad: Putting out the same fire every week.
✅ Good: Designing systems that eliminate recurring issues.

None of these problematic behaviors will get your fired.
They simply hold you back from doing your best work.

The Whirlwind isn’t going anywhere. 
It's the cost of keeping your business alive.

In tomorrow’s newsletter I will break down three simple practices that help you manage urgency, without letting it take over including:

➡️ How to protect the first moments of your day.
➡️ How to control your inputs so they don't control your mind.
➡️ How to make sure your most important work gets done.

If you're tired of ending each day feeling busy but falling behind, this one's for you.

Subscribe here to get it in your inbox Saturday morning: https://lnkd.in/eXiRx-HZ

How has The Whirlwind been affecting your energy and impact?

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A lot of new managers make the same avoidable mistakes.

These 6 lessons will save you time, energy and frustration. 

Many people get promoted because they’re great individual contributors.
But when they are asked to lead a team to greatness, they discover that their skillset doesn't translate.

As a result, they struggle — and so does their team. 

The sooner managers see these challenges coming, the better prepared they’ll be to handle them.

1️⃣ People won't always say what they need
↳ Don't wait for your team to speak up.
↳ Build trust early and ask questions that go beyond surface-level.

2️⃣ Making people happy is not your job
↳ You team needs consistency, not coddling. Don't be a martyr.
↳ Set clear expectations, remove roadblocks and allow your team to shine.  

3️⃣ Most problems are clarity problems
↳ What looks like a lack of motivation and engagement is often just confusion.
↳ As a manager, you can't spend too much time clarifying expectations. 

4️⃣ Feedback always feels harder than it should
↳ Think of feedback as a gift, not a punishment.
↳ Be honest, direct, and open to your team’s questions. They'll thank you for it.

5️⃣ Culture starts with you
↳ Your team will mirror the behavior you model.
↳ Lead with your values, and your team will follow.

6️⃣ The whirlwind never goes away
↳ Protect time for what matters most.
↳ Put first things first and be ruthless when it comes to guarding your time and attention.

Most managers learn these lessons the hard way.

Understanding them now helps you lead better starting today.

I built the Sands Performance Assessment to help leaders take the mystery out of management.

In a few minutes, you get a personalized report that shows how your values shape your management approach.

It's available for free here: https://lnkd.in/ecKurtuG

Which one of these lessons hit home for you?
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 6 Harsh Lessons Every Manager Learns

Success at work. Peace at home.

Here’s how I help leaders get both.

We all have four core needs: Security, Connection, Growth, and Significance.

We also have core values: the most important principles and beliefs guiding our decision-making and behavior. 

Our needs connect us. Our values make us different. 

For example, one leader may meet their need for Significance by setting + hitting big goals.
Yet for another, the feeling of Significance is less about winning, and more about helping others win.

There's no "right" or "wrong" way to meet your needs as long as they're guided by your values.

Personally, my core values are Faith, Freedom, Responsibility and Health.
At my best, every decision I take aligns with those four core principles.

When your choices reflect what you care about most, the path forward feels easy.
On the other hand, when you lose alignment with your values, dissatisfaction and bitterness take root.

Fixing that disconnect is at the heart of what I do.

There are plenty of coaches who'll help leaders "10X" their revenue or profitability, and there's value in that.
But my sense of Significance comes from helping leaders perform at their best, without sacrificing their life outside of work.

I want people to succeed at work and, at the same time, thrive as a spouse, a parent and a friend. 

Personally, I've done it. 
By steadfastly living in alignment with my values. 

And I love the moment when my clients realize that they can do it too.
When they discover how to spend real time with their spouse, be present with their kids,
and run a great business at the same time.

That's how we turn a "job" into a vocation; a "career" into a calling. 

Here's how to start:

First, clarify your 3-year vision.
↳ Ask yourself, "What do I want, most? What are my non-negotiables?  

Second, reflect on your values, today. 
↳ Where is there a gap between your behavior and your most important principles and beliefs?

Third, make one small commitment to close the gap this week.
↳ It doesn't have to be big. Get to the gym. Say no to an optional work trip. Put the phone away at dinner.  

A journey of a thousand miles begins with a single step.

I've built a free, 2-minute quiz to make that first step easier: https://lnkd.in/ecKurtuG

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You've got smart people on your team.

Now point them in the right direction.

Hiring high performers is already a challenge, but aligning them as a team is an even bigger one.

If you want your team to do great work, you need to understand how great teams are built.

Each layer builds the foundation for the one that follows.

Executive Health:
Strong individual performance comes from having clear goals, a healthy mindset, self-awareness, and habits that help you show up and follow through every day. Healthy humans make for healthy teams.  

Trust:
When team members show up well, psychological safety grows. Trust is built through credibility, reliability, vulnerability, and humility.

Operating System:
High trust is the fuel of a healthy OS. Daily planning, weekly meetings, one-on-ones, and regular reviews help teams stay aligned and accountable.

Strategy:
With a solid operating system in place, teams can execute against a clear plan. Set a 3-year picture of success and break it into 90-day goals with key metrics to guide execution.

Predictable Performance:
When strategy is clear, the operating system is strong, and trust is in place, teams stay aligned and focused. That alignment makes performance predictable. The hallmark of a truly great team is the ability to deliver results, on-time and on-budget.

Great teams aren't born, they're built. 

With the right mix of health, clarity and focus 
delivering predictable performance gets easier.

Decisions come faster. Stress drops. Progress is made.

If you want a quick read on where your team stands and what to fine-tune,
take my free 2-minute Executive Health Quiz:
bit.ly/ExecutiveQuiz

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McKinsey asked 100+ CEOs to rate their performance.

Turns out, most struggle with the same problems.

Participants were asked to assess themselves based on 18 different behaviors across six key areas of leadership.

The results revealed where they struggle, where they excel, and how aspiring CEOs might better prepare for the top job.

Here's what you need to know:

Setting the Direction:
→ CEOs feel strong in setting vision and strategy, but struggle with resource allocation.
→ Companies that constantly align money, talent, and management with evolving strategies create more value.

Engaging with the Board:
→ CEOs rate themselves most critically in this area.
→ Relationships with the board are generally good, but many CEOs struggle to use the board's capabilities effectively.

Aligning the Organization:
→ CEOs feel confident shaping culture, but less so in managing talent.
→ It's recommended that they identify and manage 40-50 roles critical to value creation and fill them with top performers.

Mobilizing Through Leaders:
→ CEOs feel comfortable managing team composition, teamwork, and operating rhythm.
→ They continually assess how their teams function and improve team dynamics.

Connecting with Stakeholders:
→ Many CEOs still struggle to manage stakeholder relationships effectively.
→ The advice given is to understand stakeholder motivations, hopes, and fears to build deeper trust.

Managing Personal Effectiveness:
→ CEOs feel strong in staying true to their values, but less strong in managing their time and energy.
→ It's recommended to take control of their schedules and build in more thinking time. 

The report’s findings are still new, but they reinforce a key idea about leadership:

High performance starts with health.

With the right mix of clarity, focus, energy and balance, 
the CEO role gets easier.

Decisions come faster. Stress drops. Your team feels the lift.

If you want a quick read on where you stand and what to fine-tune, take my 2-minute Executive Health quiz:
bit.ly/ExecutiveQuiz

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What McKinsey Research Reveals About Top CEOs

Building a great culture takes more than one meeting.

This 100-day playbook shows you how to do it.

A while back, a client stepped into his first CEO role at a PE-backed company.

He wasn't new to the C-suite, but this was his first Chief Executive role and he wanted to shine. 

We improved his time management, his meeting structure, and his communication.
But one shift made the biggest difference:

He created a Personal User Guide and shared it with his team.

That transparency changed everything.
By clarifying what he valued and why, it helped the team understand his leadership style.
And once they understood, alignment and trust came quickly.

It sparked a ripple effect across the team:

→ His most skeptical engineer explained why shared expectations helped him lead better.
→ His marketing director opened up about how past misunderstandings shaped the way he communicates today.

Everyone relaxed. Everyone aligned. Everyone got better together.

That experience made me ask:

If I were stepping into a new CEO role today, how would I build a culture where everyone feels valued and empowered from day one?

Here's my 100-day playbook:

Week 1: Create & Share User Guides
↳ Each leader builds a one-pager (values, working style, do’s/don’ts).
↳ CEO shares first. Model clarity and self-awareness.

Week 2: Identify Team Values
↳ Review User Guides to uncover shared themes.
↳ Name the 3–5 values your culture naturally stands on.

Week 3: Define Your Language
↳ Align on what “strategy,” “vision,” “KPIs,” and “goals” actually mean.
↳ Write it down. Revisit often.

Week 4: Clarify Your KPIs
↳ Choose the few metrics that truly matter.
↳ When priorities are clear, teams stop guessing.

Weeks 5-7: Develop a 3-Year Vision
↳ Use your KPIs to map out where you’re heading.
↳ Three years is long enough to inspire, short enough to execute.

Weeks 8-10: Build a 120-Day Plan
↳ Break the vision into a focused sprint with owners and outcomes.
↳ Review progress bi-weekly. Adjust tactics, keep direction.

The first days on the job aren't the time to focus on perfection.

They’re about clarity, trust, and alignment - the foundation of every high-performing culture.

Start by being clear about who you are and what you expect.
Your team will rise to meet you.

Whether you're in the 100-day stretch or you're a more seasoned leader,
my quiz gives you a quick read on your executive health.

You can take it for free here: bit.ly/ExecutiveQuiz

What's the first thing you'd focus on in a new CEO role?

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How To Nail Your First 100 Days As A CEO

Happiness isn't a destination.

It's a mindset.

There's a common narrative that happiness is something we should constantly chase. But in reality, it's a byproduct of clarity, energy, and integrity.

When your work is grounded in the principles and beliefs that matter most, your outer self will reflect your inner joy.

Over the last 15 years, I've discovered simple frameworks that help me experience greater happiness, every day.
Here are a few of my favorites:

1. The PERMA Model
↳ Focus on positive emotion, engagement, relationships, meaning and accomplishment.
→ Helps you get a full picture of what makes life fulfilling, not just pleasant.

2. The Pleasure Purpose Continuum
↳ The key to happiness is balancing pleasure (what feels good) with purpose (what feels meaningful).
→ Too many leaders over-index for one or the other. You need both. 

3. The Happiness Equation
↳ Happiness = Reality - Expectations
→ There are three ways to become happier: Change your reality, change your expectations, or...change both. 

4. The Needs/Wants Ratio (Arthur Brooks)
↳ Happiness increases as the number of things you want, decreases.
→ Remember this when gratitude feels hard or "not enough" becomes your default.

5. The Happiness Advantage (Shawn Achor)
↳ Success comes after happiness, not the other way around.
→ When your brain is positive, you perform better. Change your perspective and change your life.

6. The Ikigai Model
↳ Find the sweet spot: What you love, what you're good at, what the world needs, and what you can be paid for.
→ At the intersection of these things is your joy.

These frameworks can help. But they’re just a starting point.

Knowing what you want, and knowing what it looks like, is great. 
But change requires action. 

What's a first step might you take to find greater happiness today?

--------------------------

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