Feb/March Leadership Roundtables Summary

In February and March, we have been busy conducting a range of discussions with senior leaders on the key insights from NWC’s Professional Confidence in the Age of AI national leadership study, partnering with hosting organisations in Perth, Sydney and Melbourne.

Across our discussions over the last few weeks, a consistent picture emerged:

AI is already embedded in day-to-day work. Its impact is uneven, fast-moving, and not fully understood. And while the conversation often centres on capability and efficiency, what surfaced most strongly was something more human: confidence, judgement, trust and clarity.

The discussions did not land on a single answer, but they did point to a set of tensions that leaders are now navigating in real time.

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Why Corporate Affairs, Communications and Marketing Professionals Need a Leadership Brand

Over the past decade, the remit of Corporate Affairs, Communications and Marketing leaders has expanded dramatically.

Once focused primarily on messaging, campaigns and media relations, these functions now sit at the centre of an organisation’s most strategic questions: trust, reputation, narrative and stakeholder alignment.

At the same time, expectations of leaders in these roles have shifted. Boards and CEOs increasingly look to them not simply as technical specialists, but as strategic advisors who can shape how an organisation’s value and intentions are understood by employees, customers, regulators and the broader public.

This is where the concept of a leadership brand becomes important.

A leadership brand is not about personal promotion. It is the consistent value that others experience from how a leader thinks, communicates and acts. As leadership researchers Dave Ulrich and Norm Smallwood describe it, a leadership brand exists when a leader’s strengths reliably deliver value to stakeholders.

For leaders responsible for corporate narrative and reputation, the absence of a clear leadership brand can create ambiguity about what the function stands for and where it is best positioned to lead in the organisation. When it is well defined, it becomes a powerful source of influence, credibility and organisational alignment.

Why a leadership brand matters for Comms and Marketing teams

1. An organisation’s reputation is shaped through leadership, not just messaging

Reputation used to be thought of primarily as an outcome of communications and marketing activity – but that view is increasingly outdated.

Research and advisory work from organisations such as McKinsey emphasises that organisational reputation is shaped by leadership behaviour, transparency and narrative, not simply communications outputs.

In other words, stakeholders no longer separate the organisation from the people leading it.

For Corporate Affairs, Communications and Marketing leaders and their teams, this creates both opportunity and responsibility. Their influence now sits as much in how they guide leaders to articulate and embody the organisation’s story as in the communications plans they design.

But to be able to guide leaders in leadership… you must be seen as a peer to those leaders… a leader yourself.

“…to be able to guide leaders in leadership… you must be seen as a leader yourself.”

2. Strategic influence depends on clarity of value

In many organisations, Communications and Marketing functions still face a persistent challenge: demonstrating strategic value beyond tactical delivery.

Without a clear leadership brand, the function can easily be perceived as reactive or service-based.

By contrast, when the leadership brand of the function is well positioned – not only as a source of strategic narrative, stakeholder insight or reputational judgement, but as a key player in governance and commercial strategy – it changes how senior executives and board engage with the team.

Research on personal and professional branding emphasises that leaders who intentionally define and communicate their value are more likely to influence organisational decisions and be recognised for their contribution.

For leaders in these roles, the question becomes: What do people experience when they work with me and my team?

Leadership branding is also a team capability

One of the most powerful applications of leadership branding is not individual but collective.

When a Comms team articulates a shared leadership brand, it creates alignment about:

• how team members communicate with stakeholders (as leaders in their field!)
• the standards they hold and the strategic outputs they prioritise
• how the organisation’s narrative and strategy is shaped and reinforced.

A well-developed team leadership brand can transform the function from a delivery capability into a strategic leadership capability. Instead of only producing communications, the team helps shape how leadership shows up.

Questions for leaders and teams

For leaders of Comms teams who are considering their leadership brand, a few questions can be a useful starting point.

For the leader

• What do people consistently experience when they work with me as a leader?
• What value do I want executive peers and boards to associate with my judgement?
• Where do I bring a distinctive perspective to leadership discussions?

For the team

• What do we want to be known for as a leadership group?
• How do we want stakeholders to experience our function?
• Where do we add the greatest strategic value to leadership conversations?

Some practical considerations for shifting how you are seen

In our experience, professionals in the communications space can encounter internal roadblocks and cultural challenges in being perceived as leaders. After gaining clarity on ‘who we are’ and ‘why us’ to strengthen the team’s leadership confidence and communication, it’s useful to check in on some of the specific ways our language and behaviour send messages about our leadership (or lack of).

These can include:

• How much we communicate from value, aligned with what our intended audience (such as the C-Suite) care about – such as strategy, risk and commercial outcomes.
• How we make connections between our work and current business challenges (such as AI adoption and risk, shareholder and stakeholder pressures etc.), in order to emphasise the value of our work and explain our priorities and decisions.
• How pro-actively we integrate our work with other departments and encourage cross-pollination of ideas, creating a sense of working towards shared goals.
• How well-informed we are on industry best practice, trends and opportunities for competitive advantage – and whether we reference these in our work.
• How we ‘show up’ to be taken seriously (through personal presentation, verbal and body language, conversational and presenting skills) – sometimes this means coming across less as ‘creatives’ or ‘journalists’ and more as business leaders.

The opportunity ahead

As expectations of organisations continue to evolve, the role of Corporate Affairs, Communications and Marketing leaders will only become more central, where these professionals are truly leading.

Developing a leadership brand — individually and collectively — is one way these leaders can clarify their value and strengthen their strategic influence.

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Your role as a Chief People Officer (CPO) – and the role of your team – is evolving rapidly. What was once largely about internal HR operations is now deeply integrated into business strategy, culture, risk, transformation and stakeholder trust.

In this context, cultivating a personal leadership brand is no longer optional – it’s now recognised as a core strategic asset. Here’s why.

1. As CPO, your mandate has expanded — and so has your need for influence

• Recent data shows that 85% of CPOs in Australia and New Zealand are seeking to upskill, emphasising strategic leadership, influencing decision-making, and embedding HR strategy into overall business planning. (Human Resources Director, March 2025)
• Your remit increasingly includes shaping culture, guiding transformation, and safeguarding reputation — placing People & Culture squarely at the executive table.
• In organisations where HR leaders are treated as business leaders, HR becomes a critical lever for growth, cost management, risk mitigation and long-term value creation.

The People & Culture leader can no longer afford to think of themselves as a “behind-the-scenes custodian.” As CPO, you are a key business leader. A personal leadership brand helps you show up accordingly — with credibility, clarity, and confidence.

2. A defined leadership brand amplifies your team’s impact on culture, trust and reputation – essential enablers of business success 

• As identified in a recent article, organisations are increasingly developing leaders’ personal brands as part of broader cultural and reputational strategy. This is not just an important consideration for senior leaders, client-facing or business development teams, but for internally-focused teams also. Organisations are now recognising a strong personal brand as a bedrock of influence and confidence for employees focused on all kinds of leadership and communication.
• A strong, consistent leadership voice across your team helps build stakeholder trust — internally (employees, management, board) and externally (partners, regulators, market). This starts with the CPO’s personal brand and continues with their leadership and mentoring of team members, as they develop their presence as a unified, authoritative team, and as individual professionals.

In essence: a leadership brand becomes a lever to translate strategy and values into lived reality across the organisation, and to be seen as a true peer at the decision-making table.

3. A trusted leadership brand helps navigate today’s People & Culture team challenges: complexity, uncertainty and stakeholder expectations

• In today’s world, organisations face heightened reputational risk, regulation, talent competition, digital disruption — all while managing culture, engagement and transformation. A clear leadership brand gives you a platform to lead with consistency and clarity.
• It also helps you build credibility when presenting to boards, executives, shareholders and other challenging stakeholders: by showing who you are, what you stand for, and why your people agenda matters to the business. A leadership brand is not self-promotion; it’s strategic alignment between people, culture and performance.

What forward-looking CPOs in Australia are doing — and what works

According to recent reporting, many CPOs are rethinking how they operate — and adapting accordingly. Common approaches now include:

• Upskilling internally — many are investing in strategic leadership, data literacy, influence and business acumen, acknowledging the broader remit of the role.
• Positioning HR as a brand function — in some organisations, People & Culture is partnering with Communications, Marketing or Employer Brand teams to ensure consistency between internal culture and external reputation.
• Leveraging personal visibility — senior HR leaders increasingly see value in building thought leadership, sharing insights publicly (e.g. LinkedIn, industry events) to shape how the business — and external stakeholders — view their function and priorities.
• Aligning personal brand with organisational purpose and values — this alignment ensures authenticity and reduces the risk that personal brand efforts are dismissed as superficial or self-serving.

What this means for you and your People & Culture team

If you lead People & Culture, embracing a leadership brand mindset can help you:

• Elevate the function of People & Culture from service provider to strategic enabler and influence how culture, talent and people strategy are perceived and led at board and executive level;
• Attract, retain and engage talent who buy into purpose, clarity and consistent leadership, while reinforcing culture levers such as values and behaviours;
• Reinforce trust and credibility for the organisation externally, especially important in regulated or high-risk environments.

At the team level, this requires shifting from seeing brand-building as marketing’s job to recognising it as an outcome of leadership behaviours — repeated, consistent, credible actions that reflect the organisation’s values and vision.

Practical steps: How CPOs can begin building their leadership brand today

1. Clarify your leadership positioning. Start with a tight, authentic articulation of what you stand for and what you focus on as a People Leader, and how that aligns with organisational purpose. Think beyond generic language to what’s distinctive about how you lead and why it matters.
2. Integrate brand thinking into HR strategy. Embed leadership brand considerations into talent management, culture programs, organisational development thinking, learning programs, internal communications and stakeholder engagement — not as a side project, but as part of how HR delivers value.
3. Use data + human insight to build credibility. Combine people data (engagement, attrition, performance indicators) with narrative about culture and human impact. This dual lens helps position People & Culture as rigorous, strategic and human-centred.
4. Be visible in the right places. Whether through internal forums, town halls, board updates — or external platforms (industry events, thought pieces) — consistent, values-aligned visibility builds recognition and trust.
5. Align your personal brand with team and organisational brand. Ensure what you stand for as a leader complements and amplifies the organisation’s purpose, values and culture, and actively bring your team into an exploration of brand expression through their own roles.

As the scope of the CPO role continues to expand, the importance of personal leadership branding — for you and your People & Culture team — becomes harder to ignore. When done well, it’s not self-promotion: it’s strategic influence, credibility and cultural leadership.

Pssst… We do this work all day long. Ask us for our checklist tailored for CPOs to help them define and build their leadership brand.

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By mid-career, most lawyers are technically excellent. Many are specialists. Some are moving towards partnership, leadership, or firm ownership.

And yet, a persistent challenge remains: clearly articulating value in a way that resonates with prospective clients and referrers – beyond other lawyers.

In a 2025 session for the Law Institute of Victoria, I shared common brand challenges I see in my work with law professionals:

1. Lawyers are time-poor and risk-aware – roadblocks to building a brand.

Brand building can feel like a “nice to have” rather than a core professional capability, particularly when client work, people leadership and billables dominate the week. Add confidentiality constraints and a justified fear of “over-sharing”, and visibility quickly drops down the priority list.

2.  Many lawyers are highly technical communicators in a non-technical world.

Expertise is often expressed through education — explaining the law, outlining risks, flagging what can’t be done. While essential, this can unintentionally position the lawyer as someone who “puts the brakes on”, rather than as a trusted commercial advisor who helps clients move forward with confidence.

This becomes particularly problematic at senior levels, where the role shifts to include client acquisition and development (read: ‘sales’!). Yet the ‘bridge’ between an educational or discovery conversation to a project commitment conversation can be a difficult one for trusted advisors to cross.

3. Finding ways to meaningfully differentiate is tough for a lawyer, whether one of many or one of few.

Many lawyers are specialists — but they are among many in their field. Some, conversely, are so niched that they struggle to know where and how to build a visible profile with a very specific audience, not all of whom are active online. Without a clear “go-to” position, even excellent practitioners risk blending into the background.

In the world of AI, clients and colleagues are no longer just buying legal answers; they are looking for judgement, context, foresight and leadership.

What a strong legal brand looks like

The legal landscape is shifting rapidly: regulatory change, new risk categories (cyber, mental health, AI), evolving client expectations and increasing competition from both national and global firms. In this environment, those who can clearly articulate what they are known for, who they help, and why their perspective matters are better positioned to stay relevant and top of mind.

Strong specialist brands are not about self-promotion. They are about leadership. They combine technical depth with clarity, commercial understanding and a consistent message — across introductions, conversations and online visibility — that builds trust rather than noise.

For experienced lawyers, the real question is no longer “Am I good at what I do?”
It’s “Can the right people clearly see the value I bring?”

And if not, what’s getting in the way?

Explore the Sharpen Your Leadership Lens Workshop for your board/LT

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CPOs: Align your LT and Board through one ‘Leadership Lens’, to enable strategy and build trust with internal and external stakeholders

Challenge your board and leadership team with these 4 questions to explore individual ‘leadership lenses’ and start to connect and align those ways of seeing and leading, as a team.

Challenge your leaders to reflect on the following questions – first individually, then as a collective. These questions are designed to help you begin identifying the values, experiences and strategic focus that shape their leadership approach – and focus together on what matters most now.

1. What values consistently guide your leadership decisions — even when the pressure is on?
   Think about moments when you had to make a tough call. What principles did you lean on?
2. What story or experience best illustrates your leadership philosophy?
   This could be a defining moment, a challenge overcome, or a time when your leadership made a real impact.
3. How do you want to be perceived as a leader — by your team, your peers, and external stakeholders?
   Consider the reputation you’re building and how it aligns with your intentions.
4. What’s around the corner for your organisation or industry — and how are you preparing your leadership lens for what’s next?
   This is about future-readiness: what do you need to sharpen, shift or communicate differently?

Want to take this further?
This exercise is just the beginning. I work with senior leaders, boards and leadership teams to uncover and articulate their ‘leadership lens’ — helping them lead with clarity, confidence and strategic impact. If this sparked something for you, let’s talk about how we can explore it in more depth.

Explore the Sharpen Your Leadership Lens Workshop for your board/LT

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I love the feeling of possibility, expansion and adventure that comes with travel – even work travel, which I usually enjoy greatly. But the way I travel for work is different from travelling purely for fun…

Since it’s usually a combination of client work and business development on the agenda, I put much more effort into planning and intentional action before, during and after the trip to really get the most out of it… and ultimately, give me a reason to return.

How I approach networking and BD when travelling for work

Living in Perth, Western Australia means I enjoy all the perks of living in a smaller, coastal city where you can find blue skies, white sand, fresh air and the perfect parking spot most of the time… and it comes with the challenges of being the most isolated city in the world, several hours’ flight to the east coast, and a few hours behind on the clock! Because I work with clients around Australia, it’s important to make it easy for them to connect with me and to actively maintain relationships and networks in a few cities.

Whether visiting a new place or returning to a city I regularly work in, I take a multi-layered approach to building and nurturing my networks, that I have fine-tuned with experience, to suit my tastes and needs.

Here are the 3 key elements of my approach to building networks in new places:

1. Look for connection points

It can feel hard to build a network in a new city where you don’t know many people and where you are just starting to do business (or hoping to). The landscape can seem unknown and the doors closed to you! The most effective way is to spend some time actively looking for natural connection points.

• I think creatively: Every time I go, how will I make the most of it? What am I doing, where is the opportunity? A quick scan on LinkedIn will tell me what is going on that I can connect to, or what topics people are engaged in where I can learn or add value.
• I check my database and send invitations early: Who haven’t I touched base with for a while? Who (contacts, clients, associations) would be interested in what I’m doing right now?
• I ask: Where can I leverage my existing network? People I know may have connections in the new city that they might be happy to introduce me to (I have been surprised and delighted by what this brings!); professional associations I am part of may have a presence or equivalent there, where I can feel at home.

2. Seek efficiency x impact when planning networking

My plans are designed to squeeze all the juice I can out of every hour I spend on my trip (right down to planning how I want to use flying time, which I find to be great thinking time!).

• I plan a combination of experiences for maximum impact – attending an event, facilitating a leaders’ roundtable or hosting a dinner for a curated list of senior professionals, adding value through providing not only valuable content but more importantly, a carefully thought-out networking experience. I throw in a couple of 1-to-1 coffees or walk-and-talks where I can, prioritising clients.
• Where appropriate, I link my on-the-ground activity to my LinkedIn content and connections, to share news and leverage my work with a broader audience – but I don’t overdo it, because my priority is to align with and protect my own and my contacts’ professional brands, not share a million selfies or what I had for breakfast at the airport.
• I make it easy for myself by considering location, time of day, safety and other logistics and work this into my planning – including budget for efficient, safe and convenient travel and accommodation. For example, I work best from a central hub that I can dip in and out of through the day and that allows me to walk to some venues, so I can get some fresh air and a feel for the environment around me.

3. Mix it up and look with fresh eyes

• I actively look for a new experience – like the multicultural International Women’s Day breakfast I attended at the Museum of Contemporary Art in Sydney this year – or the walk-and-talks run by Business Women Australia or Mentor Walks, to experience a new location, chatting with different people and learning something new.
• I always try to eat somewhere new or find a new hidden-away favourite coffee spot, go for early morning walks, even try a dance or yoga class or see an exhibition when I have time. I ask for recommendations from local contacts, or ask them to show me!
• I take a moment to look up and around, notice things, breathe and reflect, be present in the moment. I carry a notebook to capture ideas and thoughts that seem to flow easily when I am visiting other places.

While element #3 might seem to have little to do with networking, it’s actually the most important one… because when you purposely seek out the new, it brings you into the present and this tends to bring out the best in us, I think… an energy that serves our networking interactions and our feelings of confidence and connection when talking to others.

While I haven’t mentioned following up here, this goes without saying – a big part of your BD trip should be attention to the details you discussed with people, through a timely follow-up… and not forgetting to schedule the next touch point to continue to grow the relationship, even before your next visit.

There is so much more I could say! …like knowing how to focus each catch up or meet-and-greet conversation so that you approach it with purpose and so each party gets something of great value from the time spent. I teach this stuff too – so get in touch if you want help creating a personalised plan for you or your team!

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In today’s complex business environment, leaders are expected to bring clarity, confidence and conviction to their decision-making and communication. But how do you ensure that your leadership approach is not only effective, but also authentic and future-ready?

Take time to sharpen your Leadership Lens.

It starts with sharpening your leadership lens: the unique perspective you hold, shaped by your values, experiences and strategic focus.

Your leadership lens influences how you interpret challenges, guide teams and communicate your vision. When clearly defined and well-articulated, it becomes a powerful tool for building trust, aligning culture and driving change. Yet many leaders haven’t taken the time to reflect on what has shaped their lens — and how to use it intentionally.

Sharpening your lens means asking the right questions. What has consistently motivated you throughout your career? What values show up in your leadership style? What global or cross-industry experiences have influenced your approach? These reflections help you uncover the stories and philosophies that underpin your leadership — and communicate them with clarity.

Align your team’s Leadership Lens.

Importantly, this isn’t just an individual exercise. Working with your leadership team to explore and align your collective leadership lens can be a powerful way to strengthen team cohesion and strategic direction. Through facilitated exercises such as experience sharing, leadership value mapping, and “lens alignment” workshopping – where each leader reflects on their own lens and then co-creates a team narrative – you can build a unified perspective that guides culture, decision-making and external messaging. These exercises help surface common values, clarify strategic priorities and build trust across the team.

This is hard. Where do I start?

To begin, ask yourself:

• What do I want my leadership legacy to be?
• What story best illustrates my leadership philosophy?
• What impact do I aim to have through my leadership today?

These questions aren’t just for personal reflection — they’re the foundation for how you show up, influence culture and build reputational value. And that’s what human-centred, strategic leadership is all about!

I’m sharing a sample of this work with readers – send us a message if you’d like to try a starter exercise to sharpen your leadership lens, or learn more about our short strategy session for boards and leadership teams – Julissa

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…AI can do your job.

…AI can communicate better than you.

…AI can learn quicker than you.

What does this mean for “professional confidence” – a feeling of valuable contribution in individuals, teams and across organisations?

Peak professional bodies such as the Australian Institute of Company Directors are pointing to new risk challenges for boards: AI-caused employee unease, division and threats.

Maintaining confidence in a fast-changing tech world

We see the challenge of maintaining internal confidence and external trust in the Age of AI as one that isalready affecting professionals atindividual, team, organisationalandindustrylevel.

In previous leadership roundtables we hosted in Perth and Sydney, we brought together senior leaders across a range of industries, to talk about how organisations build trust and protect their reputations in this fast-changing world. We found that leaders emphasised people along with the tech.

We’ve talked about mission-critical teams and the need to adequately prepare them to lead the way in reputation value-building for organisations with shifting agendas.

Leaders’ personal brands are being treated as a strategic asset in response to four key business needs:

1. Trust in the age of risk.
2. Engagement through change and uncertainty.
3. Leadership readiness to perform.
4. Demonstrating strategic differentiation in the market.

We have previously shared our observations working with large organisations on why this is on the leader’s agenda in 2025.

This year, we have been asking leaders around Australia:

How do businesses continue to STAY RELEVANT and COMMUNICATE VALUE to customers and stakeholders?

What must leaders do to maintain their organisation’s ‘professional confidence’ in the age of AI?

More about our 2025 National Leadership Study on “Professional Confidence in the Age of AI” here.

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Are you a new partner, or next in line, at your advisory firm? What’s needed for you to move into this role with confidence and success?

In law and accounting sectors, I see many senior professionals unprepared to step into leadership. A technical and client delivery focus got them to where they are now; but for where they are going next, it’s about more than that – and sometimes the professional development required at leadership level just isn’t there!

Your leadership is not just about your technical knowledge and looking after your clients or projects, but building your team’s culture and capability, your leadership mindset and your leadership ‘brand’ – what you stand for, how you operate and how you are known as a leader.

Developing a true ‘leadership brand’ goes beyond a foundational professional personal brand and helps you succeed in this elevated, more complex role. Here’s what you need to consider to step confidently into partnership.

Preparing your personal brand for Partnership: What to focus on now

 As you shift towards partnership, your personal brand needs to evolve beyond expertise.

Consider these areas of focus:

• Internal influence: Are you seen as a leader by peers and juniors alike? How do you contribute to firm culture and capability-building, not just technical work?
• External presence: Does your profile reflect your leadership strengths, not just your technical niche? Think speaking, writing, mentoring, and your role in strategic client relationships.
• Online alignment: Does your digital footprint – especially LinkedIn – represent the kind of leader you are becoming? It should reflect strategic thinking, not just technical commentary.
• Clarity of leadership value: What do you stand for as a leader? Define your leadership ‘brand pillars’ – values, ways of working, and the kind of culture you foster.
• Future focus: Start to align your messaging, behaviour and professional development with the type of partner your firm – and your clients – will need in the next 5–10 years.

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In today’s high-stakes environment—characterised by tighter regulation, intense competition and greater reputational risk—organisations are increasingly focusing on the visibility and clarity of their leadership.

A growing number of national companies are now deliberately developing the personal brands of their top leaders as part of broader business and cultural strategy.

Why this is on the agenda now

Leaders’ personal brands are being treated as a strategic asset in response to four key business needs:

1. Trust in an age of risk: When leaders show up consistently and credibly—online and in person—it strengthens stakeholder trust and market visibility, while mitigating reputational risk. A clear, aligned leadership presence can amplify organisational messaging and reassure stakeholders – especially in the Age of AI!

2. Engagement through uncertainty: During change, leaders need to communicate with confidence, clarity and impact. A strong personal brand helps leaders engage their teams and stakeholders more effectively, providing stability and focus.

3. Leadership readiness: Organisations need their leaders to step into greater visibility with confidence. A structured approach to leadership brand development can fast-track personal growth and improve executive presence.

4. Strategic differentiation for commercial outcomes: In saturated or challenged markets, leadership branding helps organisations stand out. It provides a platform to communicate what makes the business—and its people—different, future-focused and valuable to customers.

What leading companies are doing now

Rather than short-term training or isolated LinkedIn sessions, organisations are integrating leadership branding into broader leadership development frameworks. This often includes:

• A tailored program that aligns personal brand development with organisational strategy, culture, and stakeholder communication.
• A cross-functional approach that connects People & Culture, Communications, and Business Development teams.
• A deeper understanding of personal branding — not as self-promotion, but as a tool for clarity, influence and strategic visibility.

Programs are being applied in different ways, depending on strategy, scope and budget: with executive teams, in high-impact departments, or scaled across the business to build leadership capability early.

Results they’re seeing

Companies proactively developing their leaders demonstrate marked improvements in organisational performance and staff retention – this is not new and is easy to find data on. Developing leaders’ identities and how they communicate that (a.k.a. their ‘leadership brands’) is now being recognised as a tool in the organisation’s toolkit that bridges culture, HR, business development, brand and reputation management.

Organisations are reporting stronger engagement, clearer positioning of their leadership bench, and improved confidence among emerging and senior leaders. From early days in a leadership branding program, organisations start to see results through their people.

Here are some of our real client examples:

“I’ve gone from standard ‘employee’ speak to talking about impact, targeting senior audiences.”

“Very helpful in gaining clarity on positioning; was able to get past self-promotional idea to clarify what I want to say.”

“Taking the time to consider my brand in more depth allowed me to clarify my key points of difference and where I can add value to (Company X).”

“Helped me get mentally ready for the next phase in my career.”

It is a true privilege to work in a space that supports talented people to create meaningful impact in their organisations, through developing their leadership positioning and communication.

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