Knowing what needs to change is different from changing it

Most leadership teams have a good understanding of where improvement is needed. The challenge is creating meaningful change while continuing to lead an organization that cannot stop while the work gets done.
Inside Knowledge

Leadership Knows the Organization

Leaders understand the history, the people, the competing priorities, and many of the barriers that have made progress difficult. That knowledge is valuable and should be the starting point—not replaced by an outside assessment.
Operational Reality

The Organization Keeps Running

Strategic priorities compete every day with operational demands, emerging issues, limited capacity, and decisions that cannot wait. Even important work can lose momentum when leadership attention is continually pulled elsewhere.

LEAT Starts With What Leadership Already Knows And Adds The Support Needed To Turn Priorities Into Sustained Action.

Learn About the Types of Initiatives Addressed in a LEAT Engagement

Important Work Moves Forward While Leadership Capability Grows

As an alternative to traditional healthcare transformation consulting, Leadership-Enabled Accelerated Turnaround (LEAT) brings experienced operators, disciplined engagement leadership, and applied executive coaching together around the priorities leadership has already identified. Client leaders remain responsible for the decisions, the organization, and the results.

Experienced operators

Bring practical operating perspective, challenge assumptions, identify risks, and help leaders evaluate options.

engagement leadership

Provides structure, visibility, and accountability to keep priorities moving and barriers from stalling progress.

applied Executive coaching

Helps leaders strengthen decision-making, navigate conflict, address barriers, and lead change through the work itself.

client leadership

Owns the decisions, leads the work, removes organizational barriers, and remains accountable for results.
LEAT Is A concurrent Methodology
Rather than separating organizational improvement from leadership development, LEAT uses the work itself as the environment in which leaders strengthen their ability to make decisions, address barriers, navigate conflict, and lead change.

Align around what matters most

Confirm the highest priorities, define what success looks like, and establish clear executive ownership.

put the work in motion

Create focused workstreams, establish accountability, surface barriers, and maintain momentum.

develop leadership through the work

Coach leaders through the decisions, barriers, conflict, and accountability challenges that emerge as the work moves forward.
Learn About the Types of Initiatives Addressed in a LEAT Engagement

Example LEAT Engagement Timeline

Every LEAT engagement is tailored to the organization and the priority being addressed, but a typical six-month engagement follows a structure like this:
Week 1

Align with Executive Sponsor

The assigned Experienced Operator and Engagement Lead meet with the executive sponsor to clarify the organizational priority, desired outcomes and objectives for the engagement. Together, they plan the Strategic Priority Setting Meeting, identify the appropriate participants and schedule the session—ideally within the following two weeks.
Weeks 1-2

Hear from the Leadership Team

The Experienced Operator and Executive Coach(es) meet individually with participants in advance of the Strategic Priority Setting Meeting. These conversations provide an opportunity to understand each leader’s perspective, identify areas of alignment or concern, and surface issues that may affect the team’s ability to execute.
Week 3

Set Strategic Priorities

The leadership team and End-2-End Engagement Team come together for the Strategic Priority Setting Meeting. The session is designed to establish the initiatives that will receive focused attention during the engagement, define intended outcomes, clarify ownership and identify barriers that could interfere with execution. The engagement’s first Team Coaching session is incorporated into this work so leadership dynamics affecting execution can be addressed in real time.
Weeks 3-4

Launch the Work

Initiative workstream meetings begin with support from the assigned Experienced Operator and Engagement Lead. The team establishes the cadence, accountability structure, milestones and measures needed to move each selected initiative forward. Identified leaders also begin their first 1:1 Executive Coaching sessions.
Month 2-6

Execute, Coach and sustain momentum

Selected initiatives move forward through supported Workstream Meetings, with a focus on achieving the outcomes established during the Strategic Priority Setting Meeting. At the same time, Team Coaching, 1:1 Executive Coaching, Monthly Executive Sponsor Meetings, and as needed Leadership Team and Board Updates will be continuing to ensure that by the end of the engagement, results are evident and the leadership team is equipped to execute important priorities long after our engagement is complete.

Built To Strengthen The Organization, Not Create Dependency

LEAT is designed around a simple premise: lasting improvement requires both progress on the work and stronger leadership capability to sustain it.

Schedule a Discovery Conversation

start with what leadership already knows

We do not begin with a lengthy assessment when leadership already understands where attention is needed.

work on organizational priorities

Outside expertise, project discipline, and coaching are applied directly to the work that matters now.

build capability as progress is made

Leaders strengthen their ability to make decisions, address barriers, navigate conflict, and lead change while doing the work.



The Goal Is Progress That Continues After End-2-End Is Gone.

who benefits most from lEAT?

priorities are clear, progress isn’t

Leadership knows what needs attention but important work isn’t moving fast enough.

too many competing demands

Daily operational demands continually pull attention away from strategic priorities.

barriers keep slowing progress

Cross-functional issues, unresolved decisions, or organizational constraints are getting in the way.

significant improvement is needed

The organization needs meaningful progress and cannot afford another initiative that loses momentum.

leadership Capability matters

The organization wants results while strengthening the leaders who will sustain them.
Learn About the Types of Initiatives Addressed in a LEAT Engagement