The concepts behind Radial came about organically at first. I noticed time and again in my work developing thousands of professionals that so much of the progress made was often short-lived. The content might be great, the optimism at the end of sessions high, and then leaders would fall back into old routines and habits. I even noticed it in my own growth as a leader: I was always seeking the next idea from books, trainings, and anywhere else I could find them. But when I looked in the mirror, most of what I took in fell by the wayside once I got back to my daily demands.

A few years ago, I lost both of my parents in the span of 22 months. Through that period of time, I had the consolation of many old family friends and mentors who came back into my life, some after decades. As I revisited so those memories and relationships, I became more aware of how much my formative experiences impacted they ways I show up as a leader - and as a person - today.

That was the key to everything. Not just knowing how I operate, but really understanding where it came from, was essential to open me up change. When I had that context, I couldn’t help but look at my instincts in a new way: strategies that were successful at some stage of life, not some permanent state of who I am. It was the first time I felt like I was approaching leadership development with completeness. As I gained new insights about myself and took action to lead differently in ways that actually stuck, I wanted to develop a way to help others do the same.

The Radial framework combines my expertise as a Ph.D. industrial-organizational psychologist with research in adult developmental psychology. Through it, executives and their teams are able to connect the lines between their own performance and the whys behind it as a stepping stone to unlock lasting growth. I hope to be able to share it with you soon.