For senior leaders and the teams around them
Executive coaching and leadership development for leaders under real pressure.
LML works with chief executives, managing partners, and the people around them, on situations that do not get a second attempt.
You already know something is wrong. Nobody above you has said so.
A leadership team that agrees in the room and argues about it for a week afterward. A senior hire who looked right on paper and is not working out, eighteen months and a great deal of money later. A strong operator promoted into management who is now visibly struggling, and everyone can see it except the person who approved the promotion.
None of this reads as a single crisis. It reads as a pattern the people around you can already describe, in detail, to each other. The only person who has not heard it, usually, is the person it is about.
Five services, chosen for the problem in front of you, not the org chart.
Work is scoped to the situation. Most engagements use one of these. Some combine two.
One to one work with senior leaders under real pressure.
Programs that build a bench, not a one off workshop.
Get a top team deciding and committing as one.
See clearly who you have before you bet on them.
Change the system, not just the people inside it.
Who we work with
The work is senior, or it is not this practice.
LML works with people who carry real consequence, and with the teams whose disagreements decide whether a strategy survives contact with reality.
Chief executives and founders
Leaders with nobody left to ask. The job gets lonelier exactly as the decisions get larger.
Managing partners and practice leaders
Professionals promoted for technical excellence into a role that is mostly about people.
Chief people officers and heads of talent
The buyers who own the bench, the succession risk, and the cost of a bad senior hire.
Newly promoted senior leaders
First ninety days at a level where the old operating habits stop working and nobody says so.
Every engagement runs the same sequence: Read, Frame, Work, Prove.
Most leadership work fails in the first two weeks, before any coaching happens, because nobody agreed what was actually wrong. This is the sequence every LML engagement follows.
Read
Understand the situation before proposing anything.
Structured interviews, a review of what the organization already measures, and where it fits, a validated assessment. The output is a written read of the situation, not a proposal.
Frame
Agree what changes, and how you will know.
We name the two or three behaviors that matter, who they affect, and what observable difference counts as progress. This is written down and signed off before the work starts.
Work
The coaching or development itself, on a fixed cadence.
Sessions run on a set rhythm with work between them. Real situations from the leader's actual week drive the agenda. Nothing is theoretical.
Prove
Check against the measure set in Frame.
At the close we return to the observable difference agreed in stage two and report against it plainly, including where the work did not move the needle.
The work is measured against what was agreed before it started, not against how it felt in the room.LML Consulting
Recent writing on leadership and the work of running one.
Culture and Organization
Most leadership competency models are too long to recall and too vague to apply. Build one from your own incidents, in observable behavior, wired into three decisions.
September 9, 2026
Culture and Organization
New executives rarely fail on capability. They fail on context, peer relationships and an unwritten mandate. A 90 day plan that addresses all three.
September 7, 2026
Culture and Organization
An engagement survey measures how people feel about working here. Culture is what gets rewarded, tolerated and punished. Here is how to measure company culture in behavior terms.
September 2, 2026
Questions worth answering before the first call.
How long does an executive coaching engagement run?
Most run six to twelve months. Shorter than six months rarely produces behavior change that survives pressure, and longer than twelve tends to mean the goal was never specific enough. The length is set in the Frame stage, not sold up front.
What does this cost?
Pricing depends on the scope agreed in the Frame stage, the number of leaders involved, and whether assessment is included. We give a written figure before any work starts, and the engagement letter states what is and is not included. There are no hourly surprises.
Do you work remotely or in person?
Both. One to one coaching works well by video and most engagements run that way. Team effectiveness work and leadership retreats are materially better in a room together, and we say so when it applies.
Who actually does the work?
Ron does. This is a practice, not a brokerage, and you are not handed to an associate after the sale. Where an engagement needs a specialist we say who they are before they join.
What happens in a first conversation?
Thirty minutes, confidential, no charge. You describe the situation and we say honestly whether this is the right kind of help. A fair number of these end with a recommendation to do something other than hire a coach.