With 2025 drawing to a close, it’s worth reflecting on the forces that shaped business this year.
Tariffs and sweeping shifts in trade policy rippled through supply chains, driving up costs and testing the resilience of small and midsize businesses. Spiraling health care premiums created a new layer of financial pressure for leaders already balancing wage expectations and talent retention. And AI continued its rapid evolution — moving beyond knowledge-worker adoption into a front-line engagement tool poised to accelerate productivity and, perhaps, redefine the global workforce.
In a year defined by redefinition, one truth held steady: leadership remains the differentiator.
Leadership still sits at the center of every SMB. Sound decision-making, accountability and performance remain the lifeblood that carries CEOs and business owners through uncertainty, volatility, and opportunity alike.
With that, we look back at our top 5 leadership stories — examples of how leaders rose to the moment and set the pace for what’s next.
For International Women’s Day 2025, we highlighted leadership lessons from six extraordinary women — from Angela Duckworth on the power of grit to Kat Cole on leading with curiosity and humility — showing that great leaders lead with mindset, courage, and adaptability. Their insights underscored that leadership isn’t defined by title but by resilience, focus, and a willingness to learn and support others. Read more
In our Winter 2025 issue, we dug into the world of business transactions with stories from members on both buying and selling, showing how trust and strategy drive successful deals. The issue also highlighted succession planning and life after selling a company, offering practical insights for leaders at any stage of a transaction. Read more
At our annual Vistage on the Hill summit, Member Excellence Award winners joined policy experts from the U.S. Chamber of Commerce in Washington, D.C., and brought real-world CEO insights on issues like tariffs, tax and AI to inform pro-business advocacy. The event underscored how leaders can influence policy and translate those conversations into strategic decisions back home. Read more
As one of our featured speakers in 2025, bestselling author Seth Godin challenged Vistage members to rethink strategy and leadership for a world of rapid change, urging leaders to abandon false proxies, embrace AI, and build purpose-driven tribes. His insights reframed leadership around meaning and long-term impact, pushing CEOs to lead with intent and courage rather than chase comfort and short-term metrics. Read more
In this post, we break down 7 key habits and mindsets that set elite CEOs apart — from crafting a clear vision and making data-driven decisions to investing in personal growth and leading with emotional intelligence. The article offers actionable leadership practices that any executive can adopt to elevate their strategy, team performance, and long-term success. Read more
After decades of building companies and making high-stakes decisions, a board seat seems like the natural next step. While board membership can be a rewarding path, these positions are often limited and can be more difficult to land than most executives anticipate.
In this guide, you’ll discover:
Board membership represents one of the most exclusive leadership opportunities available to executives. For those who successfully navigate the process, it offers the prestige of influence over major corporate decisions and significant compensation.
| Landing Board Roles at a Glance | ||
|---|---|---|
| Path | What it Involves | Why it Works |
| Strategic Networking | Networking requires building long-term relationships with directors, recruiters and C-suite leaders. | Most candidates are sourced through trusted referrals. |
| Governance Training | You must complete NACD or similar programs. | Training signals readiness and reduces perceived onboarding risk. |
| Industry and Functional expertise | Your expertise must match a board’s specific skill gaps. | Boards choose candidates who fill immediate needs. |
| Time and Availability | Commitment to meetings, prep and crisis work is required. | Boards only select directors who can fully participate. |
Nearly 70% of boards use personal networking and word-of-mouth to identify candidates, according to the National Association of Corporate Directors. This requires focused relationship-building with sitting directors and search firms who influence nominations.
Executives raise their visibility through thought leadership and consistent engagement with board-focused recruiters. The most successful candidates invest years cultivating these relationships so they are top-of-mind when openings arise.
Governance programs from groups like NACD help executives understand fiduciary responsibilities, oversight expectations and boardroom dynamics. These credentials signal preparedness and reduce perceived risk for nominating committees.
Boards fill defined skill gaps, not general leadership roles. Large public companies often want former senior executives who have handled high-stakes decisions and complex stakeholder expectations. Growth companies may prioritize leaders who have scaled organizations quickly. Functional specialties (especially finance, technology transformation and cybersecurity) remain top drivers of selection.
Board work can range from 200 hours a year to far more during crises. Most boards expect multi-year commitments, and directors must be available for meetings, prep and urgent issues. While more employers recognize the value of allowing executives to serve, the practical time demands still limit who can take on these roles.
The traditional path to board membership works for some executives, but competitive board seats are limited, and even well-qualified executives face significant barriers to securing them.
| Board Seat Realities at a Glance | ||
|---|---|---|
| Barrier | What it Means | Why it Limits Qualified Executives |
| Low Board Turnover | Few seats are open each year. | Supply never meets demand. |
| Relationship-driven Recruiting | Boards rely on known networks. | Outsiders struggle to break in. |
| Narrow Candidate profiles | Boards hire for specific gaps. | Strong résumés don’t matter if timing is off. |
| Cultural Fit Expectations | Style and dynamics influence decisions. | Selection becomes subjective and exclusionary. |
Most corporate boards have between 9 and 12 directors, and turnover remains slow even as diversity initiatives create incremental change. Public company boards, which offer the most prestigious roles, have especially long director tenures and intense competition. Private company boards present more opportunities but often involve compensation and governance models that don’t align with what many executives are seeking.
Board recruitment still depends heavily on personal networks. Executives without long-standing connections to sitting directors, investors or search firms have a harder time getting noticed. This dynamic isn’t usually intentional exclusion, but it does keep opportunities circulating among well-connected insiders.
Boards don’t simply seek “qualified executives.” They look for specific expertise that fills an immediate gap, such as financial oversight, digital transformation, or market expansion. Even highly qualified executives are often passed over simply because their background doesn’t match the board’s timing or needs.
Beyond qualifications, nominating committees assess interpersonal chemistry and how a candidate will influence group dynamics. These judgments are subjective and can exclude executives whose experience is strong but whose style doesn’t align with the board’s culture.
For executives seeking to leverage their experience and build a lasting legacy, becoming a Vistage Chair offers a compelling alternative. The role delivers many of the same benefits that attract executives to boards without the politics and availability issues.
| Comparing board membership and the Vistage Chair role | ||
|---|---|---|
| Factor | Traditional Board Membership | Vistage Chair Role |
| Number of Companies Impacted | 1-3 organizations | 12-16+ companies simultaneously |
| Selection Process | Highly competitive; relationship-dependent; limited control over timing | Application-based, with clear qualification criteria; you control timing |
| Required Experience | Varies; often requires C-suite experience at comparable company size | 10+ years executive experience with P&L responsibility exceeding $5M |
| Time Commitment | 200-400+ hours annually; quarterly meetings plus committee work | Monthly full-day group sessions; monthly one-on-one coaching; flexible scheduling |
| Income Potential | Fixed director fees; limited opportunity for growth | Variable based on practice size; average career earnings of approximately $3.5M over a typical 14.5-year tenure |
| Role Duration | Typically 5-10 years per board; limited by term limits and retirement policies | Average Chair tenure of 14.5 years; sustainable throughout retirement with no mandatory end date |
| Learning & Support | Isolated; limited peer support structure | Comprehensive training; ongoing peer community; proven methodologies |
| Impact Type | Governance oversight; strategic approval | Direct coaching; facilitated problem-solving; measurable business outcomes |
Board directors typically oversee one to 3 organizations. Chairs work with groups of up to 16 CEOs from non-competing companies, multiplying their reach. Instead of quarterly meetings, Chairs facilitate monthly full-day sessions that address strategic decisions and growth obstacles across many industries in real time. The variety and frequency create a broader impact than most board roles allow.
As a CEO, I was blessed to have worked in five countries on three continents, and I thought that just the impact on people I’ve worked with and led was life-changing. But to be able to impact those whom I don’t directly work with—and their organizations—has been life-changing.” – George Glover | Vistage Chair since 2016
Board service involves complex interpersonal dynamics and requires directors to stay at a governance level. For many executives, that distance from operational decision-making can be frustrating.
The Chair role removes that tension. Chairs guide CEOs through practical problem-solving using structured facilitation methods and monthly one-to-one coaching. They help leaders act on decisions immediately, applying their experience without crossing governance boundaries or navigating board politics.
I help members by determining who they really are as leaders and where they want to be as leaders. I also provide them with a platform—a place to stand and grow, to find support and to make change possible. Most people need that kind of support to go through a major change. They don’t have to go it alone.” – Lance Descourouez | Vistage Chair since 1998
Board seats are limited, timing-dependent and outside an executive’s control. Compensation varies widely, and opportunities are unpredictable.
Chairs operate differently. As independent contractors, they build their own practices, with earning potential tied to group size and long-term member relationships. Members stay an average of 5 years, creating stable recurring income rather than the short-term contracts typical of independent coaching. The role offers schedule flexibility and can be sustained well into retirement, providing both purpose and income far beyond traditional board pathways.
Being a Chair is an opportunity to have an impact not just on an individual, not just on a team, but actually on other employees, on the families that those people go home to, and the ripple effect of that.” – Scott Seagren | Vistage Chair since 2010
New board members often feel isolated and unsure how to contribute without overstepping.
Chairs receive comprehensive training through the Chair Academy, plus ongoing support from a global community of 1,300 Chairs. Beyond training, Vistage provides back-end support for marketing, billing and member engagement, so Chairs spend more time coaching and less time on administrative tasks. Local Chair communities offer peer collaboration in your market, helping new Chairs build their practices faster.
For those who Chair a Vistage group, it’s rewarding beyond almost anything. The ROI goes way beyond the money. Like me, you’ll probably do it the rest of your life.” – Troy Rice | Vistage Chair since 2011
Board service influences organizations from a distance. Chairs influence leaders directly. Through monthly group meetings and individual coaching, Chairs help CEOs grow their companies through improved decision-making and leadership skills.
The ripple effect touches entire organizations and communities. Many Chairs describe this as the most meaningful work of their careers because they can see and measure the impact of their guidance.
I’m a huge believer in the power of a group. Vistage combines this with the opportunity to work with high-performing CEOs and entrepreneurs to create growth and value for themselves, their employees and families, and the entire community.” – Linda Gabbard | Vistage Chair since 2005
The Vistage Chair role isn’t for every executive, and that’s by design. It represents a compelling alternative for leaders who want board-level impact without the limitations of traditional board membership.
The role makes sense if you:
Your decades of leadership experience are too valuable to waste. The question is, which path allows you to create the greatest impact while aligning with your personal and professional goals?
The most successful leaders never stop learning.
They challenge their thinking, invest in their growth, and surround themselves with people who elevate their performance.
That’s exactly what our Vistage events are designed to deliver.
Our upcoming sessions bring together world-class thinkers and practitioners who know how to turn big ideas into practical, repeatable leadership habits.
Whether you want to lead yourself better, scale your sales function, sharpen team performance, regain focus, or master hybrid working, our upcoming Vistage Climb events are packed with opportunities to elevate your leadership.
Here’s a preview of what’s ahead.
Leadership isn’t just about technique. It’s about taking responsibility for the person you bring into the room.
On January 28th, award-winning Vistage Speaker, business coach and author Brad Waldron will explore how leaders can confront the “elephants” that quietly limit their clarity, performance, and impact.
This session is designed to help CEOs take ownership of their story, challenge limiting patterns, and create better outcomes for themselves and the people they lead.
Date: 28th January 2026
Time: 12:00 PM – 1:00 PM GMT
Too many businesses stall because their best salespeople were promoted into leadership without the support, tools or structure needed to succeed.
On February 25th, Vistage Speaker Lars Tewes will share some of the proven models for building a scalable, consistent, and high-performing sales function.
Date: 25th February 2026
Time: 12:00 PM – 1:00 PM GMT
Every CEO wants an elite team. But few know the exact steps required to create one.
Business coach and motivational speaker Pete Wilkinson knows that elite teams don’t happen by accident. They’re built with intention, led with clarity, and strengthened continuously.
Drawing on senior leadership experience and elite performance practice, this masterclass will break down how to choose the right people, lead with clear objectives and embed high-performance habits that last.
Date: 25th March 2026
Time: 12:00 PM – 1:00 PM GMT
When everything feels urgent, leaders become reactive instead of strategic. But productivity isn’t about doing more. It means working with a sharper focus on the things that matter.
On 29 April, award-winning speaker and organisational psychologist Zena Everett will show you how to reclaim your time, sharpen focus, and eliminate the drag that slows organisations down.
Date: 29th April 2026
Time: 12:00 PM – 01:00 PM GMT
Service excellence starts long before the customer interaction. It starts with how leaders empower, align, and inspire their people.
On 20 May, leadership, engagement, customer and human performance consultant Mark Robb will unpack what truly drives exceptional service cultures.
This practical, research-backed session explores how leaders create the conditions for outstanding customer experiences, how engagement fuels service, and how teams can transform negative moments into powerful loyalty-building opportunities.
Date: 20th May 2026
Time: 12:00 PM – 01:00 PM GMT
Many leaders still struggle to make hybrid work work. But hybrid working isn’t the problem. Outdated leadership habits are.
On 24 June, HR and organisational performance expert Joanna Ramsdale will break down the essential shifts CEOs must make to build high-performing hybrid teams.
Date: 24th June 2026
Time: 12:00 PM – 01:00 PM GMT
Vistage events are designed to do more than inspire. They equip leaders with the habits, strategies and frameworks that create real organisational impact.
Explore the full Vistage events calendar here.
In late November, the UK Government’s Autumn Budget was delivered against a challenging economic backdrop, marked by an ageing population, subdued productivity and rising pressure on public finances.
With around 34 million people in work supporting a growing number of retirees and benefit claimants, the Chancellor has faced difficult trade-offs between stability, spending and growth.
In our December 2025 Economic Update, economist and strategist Roger Martin-Fagg shares his perspective on what the Budget could mean for people and businesses across the UK.
This article will summarise the key points of the report. But for a deeper dive from Roger, you can download the full Economic Update here.
The Budget contains a number of measures intended to provide stability and longer-term support.
A central aim appears to have been to reassure financial markets, supported by the creation of a large contingency fund.
Spending continues to be concentrated on welfare, pensions and health, reflecting demographic pressures such as an ageing population.
The government has retained its long-term infrastructure ambitions, with major projects remaining on the official pipeline, although delivery has been uneven. The commitment provides a degree of certainty for businesses planning future investment.
Targeted skills measures are to be implemented, with full funding available for certain apprentices aged 16–24, particularly those with additional needs or care experience.
Despite economic challenges, the OECD and IMF continue to forecast that the UK will be among the stronger performers in the G7, with growth broadly in line with other advanced economies.
Concerns remain around growth and productivity, with private and public investment spending remaining below pre-financial crisis levels. Uncertainty ahead of the Budget may have also further weakened investment and hiring.
There’s scepticism about whether the Budget offers a clear long-term growth strategy, with much of the additional spending absorbed by welfare, pensions, health and debt interest rather than investment.
Freezing income tax allowances raises revenue, but is expected to draw more people into higher tax bands (4.8m over the next four years) and limit growth in disposable incomes. The burden, therefore, falls disproportionately on working people and savers, rather than being more broadly spread.
Debt remains high, and borrowing costs are expected to stay under pressure amid rising global bond yields.
Overall, Roger says, the Budget prioritises financial stability and support for vulnerable groups, but leaves longer-term questions around growth, productivity and living standards unresolved.
Its impact is likely to be felt unevenly, offering reassurance to markets and increased public spending, but limited immediate relief for households and businesses facing higher tax pressures.
Download the Economic Update for December 2025 in full.
Why do Vistage members outperform the competition? Because they have the benefit of peers who generously share their experience (good, bad, and ugly) and perspectives with each other every month. Peter Davis, retired chairman and CEO of Gaco Western, was a Vistage member for nearly 20 years. Upon exiting his business, he drafted “Gaco’s Secret Sauce,” outlining the ingredients that contributed to a 23-year transformation of a beast into a beauty. Peter has given us permission to share those lessons for the benefit of all business leaders.
The secret sauce at Gaco is not a secret. The 16 ingredients below were pilfered from 20 years of Vistage membership, listening and learning from the fabulous minds at Gaco, and Jim Collins’ book, “Good to Great,” which we gave to all new employees.
Gaco Western was a family-owned, second-generation building products manufacturer, founded in 1955 by my father. I took over in 1994, when the company was worth less than nothing. How does a small company succeed when its only strategy is to lower its prices? You do not. My father had retired 17 years earlier and left a hugely profitable, specification-driven company to return to the public sector, his real love. The intervening leadership destroyed almost everything in a few years. So, in 1994, I took over a bankrupt-in-every-way mess: no money, no morale, no strategy, and a real disregard for chemical safety regulations. UGH, 4 times.
Below, in abbreviated form, are the 16 key ingredients that grew a $15 million struggling, dysfunctional mess to something valued at 20 times that amount in a decade or so — in the building products industry, no less. Gaco was sold in March of 2017 to Firestone Building Products. I retired that day. These 16 ingredients turned a stocking of coal into a very nice “many carated” glittering pot at the end of the rainbow:
I hope it is obvious that these are aspirational ingredients that simply defined the lanes of the freeway we drove the bus on. On some days, in some situations and for some employees, we were less successful than others. Some of these core ingredients did not work out on some days.
I have been asked to prioritize these 16 ingredients. I have difficulty doing so because, as with all good recipes, each of these was an important part of the secret sauce that created an amazing, unique culture that built a fabulous, privately held company in a very tough, competitive environment. It is clear that People and Winning were the bedrock of our freeway. I had a chant I would repeat endlessly, “YOU WE WIN NOW,” that in 4 words summarized my beliefs, and my stewardship.
Ultimately, I hope this is seen as a wonderful recognition of the gifted Gaco Western employees, who are the real heroes in this story.
This story first appeared on LinkedIn.
The information and opinions presented are the author’s own and not those of Vistage Worldwide, Inc.
ChatGPT made its public debut in November 2022. Before then, Artificial Intelligence was largely a corporate buzzword or big tech slang. Just over three years later, AI is no longer jargon — it’s ubiquitous. Everyone uses it everywhere, for everything. Looking down the road at 2030, AI is on track to dominate every aspect of business, from internal operations to external execution. Its potential to holistically transform how work gets done is endless.
While there is no question that AI will have a significant impact on the future of work, precisely what it will look like in 4 years remains to be determined. Many futurists opine on what’s to come, ranging from grim visions of robots replacing humans to more optimistic images of AI improving the employee experience and providing greater work/life balance. As always, the reality probably lies somewhere between the two, in a world where jobs look different, but people are still the linchpin to organizational success. Either way, AI will impact every line on the P&L— revenues, costs, operations, people, and investments. It will affect every business leader’s ability to provide their product and/or service competitively; it will also impact their customers and competitors.
According to Vistage research, nearly 3 in 4 (72%) CEOs running small and midsize businesses develop a strategic plan internally. But these legacy frameworks often fail to accommodate new and emerging technologies. And leaders who don’t have a deliberate approach to integrating AI risk will be left behind and unprepared for the market and economic realities of an AI-powered 2030.
Adding AI to a strategic plan can be daunting. Its uncharted and quickly evolving nature means there is no playbook or clearly defined destination. Add the dynamics of an AI-anxious workforce tasked with leveraging tools they fear will eventually put them out of a job — in effect, making people feel as though they are digging their own graves — and it’s no surprise that many business leaders are wary about adding AI to their tried-and-true planning processes. However, AI is happening now. CEOs must begin embracing AI rapidly and intentionally to remain competitive – both today and down the road.
Business leaders can begin embedding AI into their strategic plan by focusing on the following key areas:
How is AI reshaping the marketplace, including competitors, pricing and capabilities?
How does it change your unique value proposition that customers will recognize and reward in an environment where customer requirements will change rapidly?
How does it impact your ROI and investment models?
How does it impact your productivity as an organization? How can you leverage employees’ individual productivity gains, and how can you automate existing workflows to capitalize on the power of AI?
What are the skills that your workforce will need to develop, and what are the tools they’ll need to thrive in the future?
How can you ensure you have the right security protocols, data protection and ethical considerations in place?
By diving deep into these six areas, CEOs can begin honing their long-term vision and tactical approach to integrating AI into their business. By developing a strong point of view and a blueprint for implementing AI, CEOs can position themselves for long-term gains.
Overcoming the hesitation to integrate AI is challenging, and taking AI from experimentation to mastery is no small — nor speedy — task. But make no mistake: AI is here, and it is already actively transforming business. Those who take a proactive approach to weaving AI into their strategic plan will be primed for success, whether it’s in 2026, 2030 or beyond.
This story first appeared in Inc.
The evolving role of leadership in today’s dynamic business environment requires leaders to understand the distinction between coaching vs. managing, as well as developing skills for both.
With shifting market trends, remote workforces, and evolving employee expectations, leaders must be more than decision-makers — they must also be developers of people, culture and growth.
“Coaching and managing are different tools that leaders must have to drive success in their organization,” says Christine Courtney, President of The Leadership Program in New York City. “There are equal benefits to managing, such as making sure we’re hitting KPIs, and coaching, as it allows leaders to develop their people in ways that pay off tremendously.”
Coaching and managing are two complementary approaches to leadership. Effective leaders understand the differences and how to integrate both skill sets.
Coaching focuses on empowering individuals to realize their potential. Leaders who learn coaching skills guide employees in exploring personal growth, self-discovery and long-term development.
“Coaching is the teaching of timeless principles,” says Jason Lavin, Chief Executive Officer of Golden Communications in Newport Beach, California. “It’s not a finite teaching. It’s teaching things that are used infinitely. In my opinion, coaching is a higher calling because it means that you’re invested in the future of your people.”
Managing is a structured approach to achieving goals and deliverables. The most effective managers guide their teams by ensuring alignment with key performance indicators (KPIs) and organizational objectives. Without strong management skills, even the most inspiring coaching efforts can fail to meet business requirements.
“A good manager has good discipline, good expectations, good communication and solid short-term KPIs and measurement sticks for the short term,” says Lavin.
While coaching and managing are complementary, certain situations lend themselves better to one approach over the other. These are a few examples:
A skilled leader manages an employee’s workload while coaching them to enhance their communication skills or resilience. Knowing when to switch hats is what makes a leader truly effective.
| Situation | Managing | Coaching |
| Assigning tasks | Defining expectations, deliverables and timelines | N/A |
| Correcting performance issues | Addressing policy violations or missed expectations. | Guide the individual through self-reflection on the root cause and how to approach it differently. |
| Crises | Stepping in to take direction and control for a fast resolution. | N/A |
| Performance reviews | Evaluating results with metrics. | Exploring development goals and personal growth alongside formal feedback. |
| Career development | Offering training resources and promotion paths. | Asking questions to uncover passions and long-term goals. |
| Fostering innovation or ownership | Assigning a project and outlining expectations. | Encouraging them to define their approach and offer perspective, not answers. |
Coaching allows leaders to foster stronger employee relationships. When leaders ask thoughtful questions and listen deeply, employees feel valued and seen. Actively listening to an employee’s responses and having empathy builds trust within an organization—a critical foundation for high performance.
Coaching reframes conversations with employees, encouraging them to define their approach and offer their perspective rather than seeking all the answers. One of the most significant differences in a coaching culture is that it creates an environment where curiosity, experimentation and learning are supported and encouraged.
When individuals feel safe asking questions like “What’s possible?” rather than falling back on “We’ve always done it this way,” the entire organization benefits. Because failures are learning opportunities, they give employees the courage to try something new.
Coaching fosters open, judgment-free dialogue and creates psychological safety, encouraging people to share concerns, admit mistakes, and ask for help. Combined, these attributes reduce stress and burnout.
Employees are also less likely to feel micromanaged or ignored — two significant factors that directly relate to retention and engagement.
“We find over and over again that people don’t leave companies where their development is encouraged and where they see people moving up within their organization,” Courtney says. “If they have a strong relationship with their manager who can both manage and coach them, trust grows over time, and they’re more likely to stay.”
A highly skilled manager is like the captain of a ship — they anticipate obstacles, allocate resources wisely, and make real-time decisions to keep everything on track by:
Without direction, even the most talented teams can drift, duplicate effort, or work at cross-purposes.Managing answers critical questions such as “What are we doing?” “Why does it matter?” and “Who’s responsible?”It also ensures that the right people are assigned to the right roles and that they have the necessary tools and support to succeed.
Managing is crucial to ensuring that employees and teams make progress by assessing outcomes and adjusting strategies as needed.
“When I’m having a team meeting, we’re talking about goals, looking at results, talking about team performance and all of those indicators,” Courtney says. “But in my one-to-one meetings, I’m 100% focused on coaching them and asking questions about their growth and helping people figure out solutions to their challenges and opportunities for development.”
Great ideas don’t succeed without execution — and that’s where solid management skills are necessary. Managers are responsible for ensuring that teams and departments work together toward shared goals and for ensuring consistency in policies, standards and systems that keep work flowing efficiently.
“In some way, you need to buy into a management system, which helps with alignment. There are many of them out there,” Lavin says. “If you’re not sure what your system is, you need one.”
Balancing coaching vs. managing is essential for effective leadership because each approach serves a different, yet equally critical, purpose. Together, they enable leaders to deliver results and develop people.
A leader who only manages is likely to burn out their employees. A leader who only coaches may miss deadlines. The best leaders do both. Clear direction keeps people focused; curious questions keep them engaged.
Mastering any skill requires practice. One of the first steps to strengthening both is to refine your thinking, Lavin says. The second step is the hardest — coaching yourself to improve in both areas.
“For example, you can’t just think about being enthusiastic. You have to be enthusiastic,” he says. “That doesn’t mean you have to be an extrovert if you’re an introvert. An introvert can be just as or more enthusiastic as an extrovert; it’s just finding a way that shows your enthusiasm.”
Being proficient in both coaching and management is not a trade-off. Mastering both leadership approaches is crucial to developing high-achieving teams and achieving long-term success.
The outcomes are revolutionary for teams, individuals and the business overall — when leaders find a balance between these two strategies, such as:
Teams are better able to adjust to change and overcome obstacles when these leadership philosophies are balanced. When teams receive clear guidance and developmental assistance, they become independent and creative.
“One of the benefits for me of having a coaching culture is that other people can do the things I can, and I have more trust that they are going to be able to handle whatever comes up,” Courtney says. “You also have a sustainability plan, a leadership pipeline built in your organization when you have people coached and ready to step into a new role.”
Those who can artfully blend coaching and managing skills drive team engagement and innovation. Leaders who can transition between both create environments where people feel challenged and supported. This balance encourages individuals to take ownership, think creatively and bring their best ideas forward so the organization meets and exceeds expectations.
When leaders can coach and manage, their teams are better equipped to align strategic goals and develop a more creative, resilient staff that contributes to improved retention and stronger team performance.
Developing coaching skills allows an organization to thrive even in the most challenging times. When people feel valued and seen, and that their ideas contribute to something larger than their role, they are more likely to remain in their jobs and drive innovation.
Leaders who can nurture a coaching environment like the one described above have the opportunity to transition into a rewarding career as an executive coach — expanding their impact on even more people.
“What’s more rewarding than helping people?” Lavin asks. “Is there anything more rewarding? It starts there.”
Coaches who also have strong management experience bring a deep understanding of how organizations run: they know how to set goals, allocate resources, meet deadlines, and drive performance. These are critical, foundational skills that keep teams aligned and productive.
When this experience is paired with a coaching mindset, something powerful happens. Instead of simply directing others, these leaders invite input, listen deeply, and ask thoughtful questions that encourage reflection and ownership. They shift from being problem solvers to becoming thinking partners, empowering others to grow, take initiative, and build their capacity.
Numerous resources and programs, including Vistage’s executive coaching and peer advisory groups, are available for leaders interested in pursuing executive coaching as a next step.
“What’s neat about a coach is that they don’t have to come out with all the answers,” Lavin says. “Vistage has a good process that enables Chairs to help their members process issues.”
As a CEO, you have the power to intentionally shape your organization’s culture by deliberately balancing coaching and managing. The question isn’t whether you’ll have a culture — you will. The question is whether it will drive performance, retention, and sustainable growth.
“Most CEOs, if they’re doing a good job, know their job boils down to culture,” says Lavin. “If you want great culture, you’ll need coaching. Company culture is going to happen no matter what, right? It’s impossible to have an organization without culture. So the culture is coming. It’s your choice whether you want to shape it.”
Vistage is a trusted partner in helping CEOs and business leaders elevate their leadership and management skills through executive coaching and peer advisory. Learn more about how Vistage helps leaders drive organizational growth and deliver better outcomes for their companies, families and communities.
In a world that never stands still, leadership can’t remain static — it must evolve, adapt, and transform.
That’s the spirit behind the 2025 “Leadership in Motion” edition of the Vistage Member Excellence Awards e-book.
This year’s e-book celebrates members who are driving their businesses forward with vision, ingenuity, and purpose — leaders who build high-performing teams, embrace fresh thinking, and shape the future with unwavering confidence.
As you explore their remarkable journeys of growth, resilience and impact, may these stories inspire and challenge you to elevate your own leadership journey.
Inna Tuler | Burbank, California
President & CEO, Maintco Corp.
Vistage member since 2017
From concert pianist to leading a $20M company, Inna Tuler’s leadership journey is one of discipline and perseverance. Arriving in the U.S. with just $200, Inna and her husband built Maintco Corp, a construction and facility services company. After her husband’s passing in 2011, Inna took the leap in becoming CEO while raising three kids.
It was a bold move that paid off; Maintco grew from $10M in revenue in 2010 to $20M in 2020, expanding to serve major Fortune 500 clients like Starbucks and CVS. During the pandemic, Inna demonstrated her resilient and innovative spirit by quickly pivoting to meet shifting client needs, all while upholding a people-first culture. Maintco boasts a near-zero turnover, with 85% of employees rising through the ranks internally.
Her secret? Recognizing that your people are the biggest asset.
Inna’s Leadership Lessons:
John Marchica | Scottsdale, Arizona
CEO, Darwin Research Group
Vistage member since 1998
John is an author, an entrepreneur and a certified risk-taker. He staked his financial stability and started his first company, FaxWatch, in 1994 with a couple of credit cards.
He moved his team from Chicago to Arizona, driven by a desire for autonomy and creativity. His strategic foresight led to the successful exit of FaxWatch and the founding of Darwin Research Group, which now serves 8 of the top 10 and 70% of the top 20 pharma companies. They are currently profiling over 600 institutions, providing in-depth customer insights and advanced market intelligence to healthcare executives.
John’s commitment to integrity, accountability, and trust has been pivotal in building a company known for its unbiased, high-quality market research.
John’s Leadership Advice:
Michael Powell | Chicago, Illinois
Executive Director, Beat The Streets Chicago
Vistage member since 2021
Build trust, love one another, and tell the hard truth — these principles define BTS’s philosophy, impacting 4,500 inner-city youth per year at the world’s largest youth-based sports nonprofit. Michael has expanded BTS from 25 kids in 2018 to 4,500 kids across 34 locations by identifying his knowledge gaps and hiring exceptional talent.
Michael seeks those with hustle and a drive to change lives. BTS offers wrestling, trips around the world, and significant academic, social-emotional, and family support, with 100% of graduating seniors advancing to college, military, or trade school. This year, he raised $3.4M, ensuring ongoing success.
Michael is now training the next generation to continue his legacy, guided by the ethos, “This is a safe place, but don’t expect to be comfortable. You’re going to grow, and you’re going to become somebody.”
Michael’s Leadership Tips:
Jennifer Hildebrand | Minneapolis, Minnesota
President & CEO, Professional Engineering Services, Ltd.
Vistage member since 2023
From a young age, Jennifer Hildebrand’s mother taught her perseverance and the importance of taking risks. Years later, she put these lessons into practice by acquiring Professional Engineering Services Ltd. (PE Services), a civil engineering and construction management firm.
With many years in the highway/heavy industry, she grew PES from 15 to 57 employees, increased revenue by 30% and improved operational efficiency across all areas. Focused on equipping her team for success, Jennifer created a Manager Skills Training program and a mentorship initiative, with 80% employee participation.
PE Services was recently awarded the ACEC-MN Firm of the Year and recognized by industry associations for its involvement in complex project delivery. She believes in her team, and they believe in her leadership.
Jennifer’s Leadership Advice:
Brett Levin | Pennsauken, New Jersey
President, MHS Lift, Inc.
Vistage member since 2002
Brett Levin began his career fresh out of college as a Service Technician, quickly rising through roles in Sales Admin and Account Management before becoming Sales Manager at MHS Lift, Inc.— his family’s second-generation business.
In 2012, Brett and his brother purchased the company from their father and grew it from $36M to $165M, expanding its reach to all 50 states and over 2,250 customers. In 2022, Brett launched an ESOP to foster a culture of ownership and accountability while honoring their legacy.
Committed to innovation and integrity, he helped develop the company’s 26 guiding principles — the “MHS Way.” His leadership also extends to the community, serving as Chairman of the Ronald McDonald House of Southern New Jersey.
Brett’s ESOP Advice:
Everyone has heard the statistics: 75% of Americans describe their lives as “very stressful,” and with the pace of change, it’s expected to get worse. As a psychologist and speaker, I try to do more than just give people “stress management” techniques or coping methods. Instead, I first show them why so much of the advice on how to deal with stress and these other issues won’t totally solve the problem.
I then give them new information and a step-by-step system for accessing their clarity, confidence, and creativity, even in the most difficult situations.
The origin of this new information is rooted in the new developments in brain science. For example, most people know that our brains are divided into 3 parts: the brain stem, the limbic system, and the neocortex.
The brain stem (the lower part of the brain) is where our fight-or-flight responses are located and also regulates our heart rate, muscle tension, blood pressure, etc.
The middle brain is called the limbic system. This is where our emotions are triggered, for the most part. However, what most people don’t know is that this part of the brain also acts as a gatekeeper or, in today’s terminology, it acts as a scanner, a processor, and a router. It scans incoming data, processes or interprets it, and then routes it either down to the brain stem or up to the neocortex, the upper 80% of our brain where we have access to our interpersonal skills, such as judgment, creativity, compassion, and communication, among others.
This means that as we move through the day, data from our 5 senses comes in and is first examined (scanned) by the limbic system. If the limbic system determines that the information is not problematic or threatening or dangerous, it sends it up to our neocortex. In this case, our brain stem works in the background — regulating our breathing, blood pressure, heart rate, etc. — and all is well.
However, if the limbic system senses any problem, anything, or anyone it doesn’t like or has identified as a stressor or threat to either our physical well-being or psychological peace of mind, it sends the information immediately to the brain stem, bypassing the neocortex.
Unfortunately, when we try to address the perceived problem from this lower, reactive brain, we are often less than successful, which, of course, leaves us feeling even more stressed, frustrated, and ineffective. The limbic system interprets this additional frustration as further negative data and dutifully sends it back down to the brain stem, creating a self-perpetuating cycle.
The key to creating and sustaining success in life, therefore, is to reprogram or retrain the limbic system to see stress for what it is, not as something being done to us. (i.e., “Deadlines/difficult people really stress me out!”) Instead, we need to recognize that stress is actually a chemical change in our body and signals that data is being sent to the lower 20% of our brain.
Next, we must be able to shift to the upper 80% (what I call “The Top of the Mind”) to access the interpersonal and problem-solving skills needed to bring our best to life.
In my books, presentations, and coaching sessions, I give participants a model for making this shift, a second model for staying in this “Top of the Mind” perspective regardless of the situation, and a third for engaging others (who are themselves stuck in the brain stem) in such a way that they shift from their “resistant brain” to the more “receptive brain,” which allows them to hear our suggestions as valuable information.
All of these models are described in depth in my book, “Life from the Top of the Mind,” and I teach them in my seminars and training sessions. However, there is one tool that you can use to get at least a sense of what this “Top of the Mind” perspective is like. The effectiveness of this tool lies in the power of questions.
You see, when we are talking about engaging very specific parts of the brain, questions are like “Google on steroids” in the sense that they become the “search engine of the brain.” Unfortunately, when we are stressed and/or frustrated, we tend to ask what I call “BS” or “brain stem questions,” which are questions about the perceived stressor. Examples include:
Regardless of the specifics, questions like these engage the lower 20% of the brain and, as such, are a big part of the problem.
Therefore, to address this problem, I have created an alternative set of questions that can be asked and answered only by the upper 80% of the brain (the neocortex), which I call “The 4 Criteria.” The value of these interrogatories is that they allow us not only to evaluate any reactive response but also to identify a “Top of the Mind” alternative.
These 4 Criteria, or neocortex questions, are:
Most people would say that they don’t choose to be stressed or frustrated on purpose; it just seems to happen to them.
In other words, to what degree do I feel that my stress, frustration, resentment, etc., is helping me become more effective and/or encouraging to others to hear what we have to say? Again, most people would not identify these reactions as highly effective or desirable.
This question goes way beyond just avoiding the problem and speaks to the fact that everything we do makes a statement about who we are and who we are becoming. Just as most people would say that they are not becoming stressed, annoyed, and/or frustrated on purpose, most would also say that these would not be the words they would choose to define who they are (“I am someone who is reactive, frustrated, stressed, annoyed, etc.”)
When we say that the challenges we face “make us” feel or do one thing or another — deadlines make me nervous, difficult people make me angry — what we are really saying is that the negative situations and people in our lives have the power to define us!
Given that we do not want to be defined by the negative aspects of life, I believe we must take personal responsibility for this process and define ourselves on purpose.
As mentioned, the first step in this process is to determine which part of the brain we are coming from and to evaluate whether our current thoughts, emotions, and/or actions are ones we want to feed or change. The 3 questions of “The 4 Criteria” can go a long way toward making this determination because, as discussed, they are “neocortex questions,” and engage the upper 80% of our brain in the process of evaluation. However, the fourth question is one that many people report being even more powerful than the first 3 combined. It says:
When I get to this point in my seminars and ask this question, a knowing silence always falls over the participants. The reason is that no one would intentionally teach their children (or anyone they care about) to be stressed, frustrated, depressed, or confused. Thus, this question completes the initial evaluation of our thoughts and emotions in a very powerful way.
Having asked and answered these questions, we are now in the position to use the 4 Criteria to come up with a solution, meaning that we can now ask: “Okay, if I was choosing my thoughts, emotions, and actions on purpose … in a way that I believe would be most effective … in a way that makes the statement I want to make about who I am … and in a way I would teach/recommend to someone I love … what would that look like? How would I be thinking, feeling, and acting differently if this were the case?”
Once we have this new vision of what we want to practice — versus just what we want to avoid — we are then able to use the rest of the “Life from the Top of the Mind” system to not only access our clarity, confidence, and creativity, but also to bring these qualities to all aspects of our lives.
This article was first published on Dr. Crawford’s blog.
Want to learn more? Then check out Dr. Bill’s discussion, The Science of Calm, Confident Leadership. The discussion includes a Q&A session with Vistage Chair Bonita Inza.
Every year, Vistage brings together some of the world’s most inspiring thinkers. Leaders who challenge us, stretch our perspectives and give us the tools to perform at our best.
From mastering mental resilience and tackling impostor syndrome to mastering inclusion, here are twelve insights from the past year we’ll be taking into 2026.
Former litigator and judge turned executive coach Emma Bell taught us true resilience is built not by dramatic life events, but in how we handle the small, everyday challenges that test us.
“Rather than looking towards your external environment or other people in your lives and waiting for them to change, be aware that there are things you can do immediately that will radically shape how you show up,” she explained.
Founder & CEO of Be World Class Group, coach and author, Simon Hartley, reminded us that world-class teams start with who we hire and how we develop them.
“The All Blacks have a saying that culture is collective character,” says Simon. “If we want to get our team’s culture right, we need to get its character right first. We need to make sure we get the right people in the first place.”
Dominic Keohane, founder of Innate Change, showed us that neurodiversity inclusion isn’t about applying broad labels or one-size-fits-all solutions. It’s about seeing each person’s needs, strengths and experiences as entirely individual.
“If someone is autistic, they’re the only person who will have their version of autism,” he explained. “Learn about the person in front of you and how you can best support them.
Talent Gateway Founder and recruitment expert Nici Jupp taught us that great hiring comes from thoughtful planning, a strong online presence, a seamless process, and helping new people perform quickly.
“You’re the product that candidates are buying,” she reminded us. “Businesses neglect that level of understanding that the online world is the same for you as a business as it is when you’re selling a product or service.”
Professional basketball player turned global speaker and trainer John Dabrowski introduced us to Steve Peters’ Chimp Paradox, a model that splits our brains into the rational human, the emotional chimp and the computer of learned habits.
“If you don’t have your work organised and there are too many things to look at, the chimp is unsettled and unhappy all day long, even when you’re sitting down in front of Netflix, trying to switch off,” he said. “By managing the chimp, you regain your evenings and weekends.”
Rob May, UK Ambassador for Cyber Security with the IoD and a Global Ambassador for the Global Council for Responsible AI, reminded us that cybersecurity is everyone’s responsibility, not just the IT team’s. Because cybercriminals don’t target companies, they target individuals.
“You’re not safe, because you employ people”, he stressed. “If somebody walks up to your front door and presses the buzzer, and someone invites them in, all of those defences you’ve put up are redundant.”
Leadership coach Bodhi Aldridge reminded us that impostor syndrome isn’t a sign of weakness. It’s a hidden barrier even the most accomplished leaders quietly battle.
“Even when you know the industry better than anyone else, or even when you’ve done all the research, to feel confident and capable, you need to let go of the things that limit you,” he said.
Sarah Furness, RAF helicopter pilot and squadron leader turned mindfulness coach and cognitive therapist, taught us that our brains simply aren’t built for multitasking, and that something we think makes us more productive actually drains our time and energy in the long run.
“Not only are you doing less, you’re working harder to do less, which reduces output and increases stress,” she explained. “By taking a step back and defining your most important task, you can make sure that task is done to the best of your ability.”
Entrepreneur and motivational speaker Lorraine McDonnell taught us just how powerful our thoughts are in shaping reality. We always have a choice to reframe and push through, no matter how hard things feel.
“When we think we’re challenged to the max, we’re actually only at about 40% of what we can achieve,” she explained. “The limitations we feel are just perceptions and self-sabotaging beliefs.”
Brian Mayne, author and global speaker, introduced us to his powerful Goal Mapping system, which combines words and pictures to activate both sides of the brain and train the subconscious mind.
“Pictures stimulate the creative mind and subconscious mind, and while words stimulate the conscious mind”, he explained. “It works with business goals, but equally it works with personal goals and making lifestyle changes.”
Sara Davies MBE, founder and CEO of Crafter’s Companion, Dragon’s Den investor, and one of the UK’s most recognisable entrepreneurs, reminded us that running a business isn’t about perfection. It’s about resilience, humility, and learning to adapt when things don’t go to plan.
“You are the product of the people you surround yourself with,” she stressed.
British astronaut, author and STEM ambassador Tim Peake CMG transported us beyond Earth and shared a few extraordinary lessons from his time aboard the International Space Station.
Successful space missions are underpinned by three “Ps”, he said. The right plan, the right preparation, and the right people.
Our Vistage Climb webinars and events are your opportunity to learn directly from the smartest and most insightful people in the industry.
See what’s coming up in 2026.