This is my approach to leadership—why I coach the way I do, and how I think about the work of leading well. Kim Giddens, Founder of personologie
Leadership is our livelihood—not just what we are paid to do, or what we are made to do. It's about how perspective, purpose, and power evolve as we gain responsibility in every part of our lives.
Leadership isn't about having all the answers. It's about creating clarity, connections, and conversations that shape the conditions where people, purpose, and performance can thrive.
"How do I make my team perform better?"
"How can I engage a large employee population to connect with the purpose and objectives of the company?"
"How can I scale the company culture as the company grows?"
"How do I scale my own leadership skills to manage high-level executives?"
"How do I influence important stakeholders—board, investors, other CEOs, bigger customers?"
"How do I ensure the company stays relevant, important, visible, profitable in a new market?"
"How do I create continuous improvement without sacrificing quality?"
It's a common assumption that these are people problems. But after years of working with founders, CEOs, and leadership teams, I've learned they're systems issues.
The problem with systems is that they absorb people. People assimilate to them and continue ineffective patterns, which are very hard to see when you're in the system. Often leaders are defensive with outside feedback, insisting their company is uniquely complex—"the most unique."
But the patterns are remarkably consistent. And the solution starts with understanding how systems shape behavior, culture, and results.