How to Facilitate Stakeholder Meetings

40 people walked into a room with 40 different versions of the future in their heads. By the end of the day, they were building one. This month I facilitated a Vision and Growth Planning Summit for Westside Waldorf School. The morning opened with 40 voices. By afternoon, a working group of 20 got into the specifics. The day closed with a two-hour board session where decisions got made. The group got smaller as the work got sharper. By design. What made it work? Here's what I've learned, and what you can steal for your next strategy and planning session. 1. Listen before you enter the room. Stakeholder conversations are where the real agenda gets built. Depending on the project, that might mean a few weeks of conversations or several months. Talk to the decision-makers and the people closest to the work. 2. Co-design the session with the key leaders. Collaborate on the structure, the flow, the goals. It takes more time and iteration, it's almost always more effective. When leaders help shape the day, they show up as champions, not just participants. 3. Invite people to state their intention. There's science behind this. Set the context first: the vision, the stakes, what this day is for. Invite each person to share their intention. It shifts the room from a group of individuals into a community with shared purpose. Every time. 4. Name the common ground before you explore the differences. Surface the shared goals first. Name them. Let the group refine them. When people know what they agree on, they can disagree productively on everything else. 5. Create a home for every idea, issue, offer, and ask. Designate space on the wall for the key themes. Direct people to write and post. The quiet thinkers and the big talkers contribute in roughly equal measure. Nothing gets lost. The room stays on track. 6. Don't leave without next steps. A beautiful conversation that ends without clarity is a missed opportunity. Use dot voting, round-robins, or ranked choices. Build the action plan together, in the room, before anyone leaves. 7. Communicate out, or the good ideas die. Two things need to happen. First, a warm message back to all participants capturing the highlights. This isn't just documentation. It's fuel. It keeps momentum alive. Second, a full report to key leaders: the specific ideas generated, the priorities surfaced, the action steps, the 90-day plan. Together, they help turn a great day into a lasting shift. I'm so fortunate to get to work with committed, intentional, inspired leaders like Evan Horowitz and Anjum Mir. Strategy and planning sessions are one of the highest-leverage investments a leader can make. Done well, they don't just create a roadmap. They create belief in the vision, in each other, in what's possible. If you're preparing for a planning retreat, a leadership summit, or an organizational pivot and want to think through your approach, let's connect. #StrategicPlanning #Leadership #OrganizationalTransformation

A PM at Google asked me how I managed 30+ stakeholders. 'More meetings?' Wrong. Here's the RACI framework that cut my meeting load by 60% while increasing influence. 1/ 𝙍𝙚𝙨𝙥𝙤𝙣𝙨𝙞𝙗𝙡𝙚 𝙫𝙨 𝘼𝙘𝙘𝙤𝙪𝙣𝙩𝙖𝙗𝙡𝙚 Most PMs drown because they invite everyone who's "interested." Instead, split your stakeholders into: - R: People doing the work - A: People accountable for success 2/ 𝙏𝙝𝙚 𝘾𝙤𝙣𝙨𝙪𝙡𝙩𝙖𝙩𝙞𝙤𝙣 𝙏𝙧𝙖𝙥 Stop asking for approval from everyone. Create two clear buckets: - C: Must consult before decisions - I: Just keep informed of progress 3/ 𝘿𝙤𝙘𝙪𝙢𝙚𝙣𝙩 > 𝙈𝙚𝙚𝙩𝙞𝙣𝙜 For "Informed" stakeholders, switch to documented updates. They'll actually retain more than in another recurring meeting. 4/ 𝙏𝙝𝙚 𝙈𝙖𝙜𝙞𝙘 𝙋𝙝𝙧𝙖𝙨𝙚 "𝗜𝗳 𝘆𝗼𝘂'𝗿𝗲 𝗻𝗼𝘁 𝗱𝗶𝗿𝗲𝗰𝘁𝗹𝘆 𝗿𝗲𝘀𝗽𝗼𝗻𝘀𝗶𝗯𝗹𝗲, 𝗽𝗹𝗲𝗮𝘀𝗲 𝗳𝗼𝗿𝘄𝗮𝗿𝗱 𝘁𝗵𝗶𝘀 𝘁𝗼 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗽𝗲𝗿𝘀𝗼𝗻. 𝗧𝗵𝗮𝗻𝗸 𝘆𝗼𝘂 𝗶𝗻 𝗮𝗱𝘃𝗮𝗻𝗰𝗲." Use this in every email. Watch the right people emerge. 5/ 𝘼𝙥𝙥𝙧𝙤𝙫𝙖𝙡 𝘼𝙧𝙘𝙝𝙞𝙩𝙚𝙘𝙩𝙪𝙧𝙚 Build your approval flows around your R&A stakeholders only. Everyone else gets strategic updates. --- This isn't about excluding people. It's about respecting everyone's time while maintaining momentum. If you found this framework helpful for managing stakeholders: 1. Follow Alex Rechevskiy for more actionable frameworks on product leadership and time management 2. Bookmark and retweet to save these tactics and help other PMs streamline their stakeholder management

Stop wasting meetings! Too many meetings leave people unheard, disengaged, or overwhelmed. The best teams know that inclusion isn’t accidental—it’s designed. 🔹 Here are 6 simple but powerful practices to transform your meetings: 💡 Silent Brainstorm Before discussion begins, have participants write down their ideas privately (on sticky notes, a shared document, or an online board). This prevents groupthink, ensures introverted team members have space to contribute, and brings out more original ideas. 💡 Perspective Swap Assign participants a different stakeholder’s viewpoint (e.g., a customer, a frontline employee, or an opposing team). Challenge them to argue from that perspective, helping teams step outside their biases and build empathy-driven solutions. 💡 Pause and Reflect Instead of jumping into responses, introduce intentional pauses in the discussion. Give people 30-60 seconds of silence before answering a question or making a decision. This allows for deeper thinking, more thoughtful contributions, and space for those who need time to process. 💡 Step Up/Step Back Before starting, set an expectation: those who usually talk a lot should "step back," and quieter voices should "step up." You can track participation or invite people directly, helping create a more balanced conversation. 💡 What’s Missing? At the end of the discussion, ask: "Whose perspective have we not considered?" This simple question challenges blind spots, uncovers overlooked insights, and reinforces the importance of diverse viewpoints in decision-making. 💡 Constructive Dissent Voting Instead of just asking for agreement, give participants colored cards or digital indicators to show their stance: 🟢 Green – I fully agree 🟡 Yellow – I have concerns/questions 🔴 Red – I disagree Focus discussion on yellow and red responses, ensuring that dissenting voices are explored rather than silenced. This builds a culture where challenging ideas is seen as valuable, not risky. Which one would you like to try in your next meeting?  Let me know in the comments! 🔔 Follow me to learn more about building inclusive, high-performing teams. __________________________ 🌟 Hi there! I’m Susanna, an accredited Fearless Organization Scan Practitioner with 10+ years of experience in workplace inclusion. I help companies build inclusive cultures where diverse, high-performing teams thrive with psychological safety. Let’s unlock your team’s full potential together!

𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫 𝐄𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭: 𝐌𝐞𝐞𝐭 𝐓𝐡𝐞𝐦 𝐖𝐡𝐞𝐫𝐞 𝐓𝐡𝐞𝐲 𝐀𝐫𝐞 Enterprise Architecture abhors a vacuum—it thrives on stakeholder engagement. Often, architects jump into collaboration without first assessing one critical factor: • 𝐖𝐡𝐚𝐭 𝐝𝐨 𝐬𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫𝐬 𝐤𝐧𝐨𝐰, 𝐚𝐧𝐝 𝐛𝐞𝐥𝐢𝐞𝐯𝐞, 𝐚𝐛𝐨𝐮𝐭 𝐄𝐀? Before strategy, frameworks, or roadmaps, 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝 𝐭𝐡𝐞𝐢𝐫 𝐚𝐰𝐚𝐫𝐞𝐧𝐞𝐬𝐬, 𝐩𝐞𝐫𝐜𝐞𝐩𝐭𝐢𝐨𝐧𝐬 and 𝐞𝐱𝐩𝐞𝐜𝐭𝐚𝐭𝐢𝐨𝐧𝐬. This will shape how you approach, gain buy-in, and drive outcomes. Here are 𝐭𝐡𝐫𝐞𝐞 𝐞𝐬𝐬𝐞𝐧𝐭𝐢𝐚𝐥 𝐦𝐨𝐯𝐞𝐬 for aligning EA with stakeholders: 𝟏 | 𝐆𝐚𝐮𝐠𝐞 𝐄𝐀 𝐀𝐰𝐚𝐫𝐞𝐧𝐞𝐬𝐬 𝐁𝐞𝐟𝐨𝐫𝐞 𝐄𝐧𝐠𝐚𝐠𝐢𝐧𝐠 EA means different things to people, how can you align? Approach: * 𝐀𝐬𝐬𝐞𝐬𝐬 𝐞𝐱𝐢𝐬𝐭𝐢𝐧𝐠 𝐤𝐧𝐨𝐰𝐥𝐞𝐝𝐠𝐞. What do leaders think EA does? What experiences shape their view? * 𝐏𝐨𝐬𝐢𝐭𝐢𝐨𝐧 𝐄𝐀 𝐢𝐧 𝐭𝐡𝐞𝐢𝐫 𝐥𝐚𝐧𝐠𝐮𝐚𝐠𝐞. If a product saw EA as 'overhead,’ shift the conversation to ‘rapid decision-making.’ * 𝐓𝐚𝐢𝐥𝐨𝐫 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐛𝐲 𝐚𝐮𝐝𝐢𝐞𝐧𝐜𝐞. Finance, operations, and IT leaders have different concerns. Meet them on their terms. 👉 𝐎𝐮𝐭𝐜𝐨𝐦𝐞: When you shape EA’s role based on their reality, it becomes relevant, not theoretical. 𝟐 | 𝐀𝐥𝐢𝐠𝐧 𝐄𝐀 𝐭𝐨 𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫 𝐏𝐫𝐢𝐨𝐫𝐢𝐭𝐢𝐞𝐬 EA isn’t all architecture, it’s solving business problems. Approach: * 𝐒𝐭𝐚𝐫𝐭 𝐰𝐢𝐭𝐡 𝐊𝐏𝐈𝐬. Growth? Efficiency? Risk? Align EA contributions to what leadership interests. * 𝐂𝐨𝐧𝐧𝐞𝐜𝐭 𝐭𝐞𝐜𝐡𝐧𝐨𝐥𝐨𝐠𝐲 𝐭𝐨 𝐢𝐦𝐩𝐚𝐜𝐭. Show architecture driving go-to-market, savings, or agility—over compliance. * 𝐀𝐧𝐭𝐢𝐜𝐢𝐩𝐚𝐭𝐞/𝐫𝐞𝐦𝐨𝐯𝐞 𝐫𝐨𝐚𝐝𝐛𝐥𝐨𝐜𝐤𝐬. If EA was a bottleneck, demonstrate accelerated decision-making instead. 👉 𝐎𝐮𝐭𝐜𝐨𝐦𝐞: EA is a strategic enabler, not afterthought. 𝟑 | 𝐁𝐮𝐢𝐥𝐝 𝐄𝐀 𝐢𝐧𝐭𝐨 𝐭𝐡𝐞 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐂𝐨𝐧𝐯𝐞𝐫𝐬𝐚𝐭𝐢𝐨𝐧 EA works best in collaboration, not isolation. Approach: * 𝐄𝐦𝐛𝐞𝐝 𝐚𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭𝐬 𝐢𝐧𝐭𝐨 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐝𝐢𝐬𝐜𝐮𝐬𝐬𝐢𝐨𝐧𝐬. Decision-making improves when EA is a proactive presence. * 𝐒𝐡𝐢𝐟𝐭 𝐟𝐫𝐨𝐦 ‘𝐩𝐫𝐞𝐬𝐞𝐧𝐭𝐢𝐧𝐠 𝐄𝐀’ 𝐭𝐨 ‘𝐜𝐨-𝐜𝐫𝐞𝐚𝐭𝐢𝐧𝐠 𝐬𝐨𝐥𝐮𝐭𝐢𝐨𝐧𝐬.’ Stakeholders engage when architecture is a tool for their success. * 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭, 𝐧𝐨𝐭 𝐨𝐧𝐞-𝐨𝐟𝐟. EA isn’t a pitch—it’s a dialog evolving with business. 👉 𝐎𝐮𝐭𝐜𝐨𝐦𝐞: EA shaping decisions early rather than reacting later. 𝐓𝐚𝐤𝐞𝐚𝐰𝐚𝐲 𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐬𝐭𝐚𝐫𝐭𝐬 𝐰𝐢𝐭𝐡 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝𝐢𝐧𝐠. Before pushing frameworks or models, assess 𝐰𝐡𝐚𝐭 𝐄𝐀 𝐦𝐞𝐚𝐧𝐬 𝐭𝐨𝐝𝐚𝐲—and how to reshape that narrative to unlock its full potential. How do align EA stakeholders? Let’s discuss.👇 --- ➕ 𝐅𝐨𝐥𝐥𝐨𝐰 Kevin Donovan 🔔    👍 Like | ♻️ Repost | 💬 Comment    🚀 𝐉𝐨𝐢𝐧 𝐀𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭𝐬’ 𝐇𝐮𝐛 👉 https://lnkd.in/dgmQqfu2

Most meetings don’t fail in the room. They fail before they start… and after they end. A meeting is not a 60-minute calendar block. It’s a process with 3 stages: Before. During. After. If you fix these, meetings become productive instead of performative. 1. Start with a written purpose (Before) If the meeting objective cannot be written in one clear sentence, cancel it. Bad: “Let’s discuss the project.” Good: “By the end, we will decide X and assign ownership for Y.” No purpose = no meeting. 2. Invite only owners, not spectators (Before) Meetings are not webinars. If someone is not: Deciding Contributing critical input Owning an action They don’t need to be there. Fewer people = faster decisions. 3. Share material in advance (Before) Meetings are for discussion and decisions, not silent reading. If people are seeing slides for the first time in the meeting, you’ve already lost half the time. Send pre-reads. Expect people to come prepared. 4. Run the meeting like a decision factory (During) Every agenda item must end in one of three outcomes: Decision made Action assigned (with owner + deadline) Explicitly parked If conversation is interesting but going nowhere, park it. Meetings are not thinking-out-loud therapy sessions. 5. Close the loop fast (After) The real work starts when the meeting ends. Within 24 hours, share: Decisions taken Actions, owners, deadlines What was parked If follow-ups are not tracked, meetings are just expensive conversations. A good meeting starts before the meeting and ends long after it. Preparation creates clarity. Follow-up creates results. Everything in between is just facilitation. Are you running or ruining your meetings? Which one of these tips makes most sense to you? ++++ I try to share practical, direct, no “cute crap" work/career tips. Follow me at Anshuman Tiwari and press the bell icon twice on my profile to get notifications when I post.

The one strategy every product leader needs before attending high-stakes large stakeholder meetings: Ever walked into a high-stakes meeting only to watch it derail in minutes? You're not alone. The most successful executives I know never attend big meetings without doing this first: Shuttle diplomacy, which is all about meeting key players one-on-one before the group convenes. This practice transforms outcomes. Why it works: ◻️ Surfaces objections in a low-risk environment ◻️ Let's you tailor your message to each stakeholder’s priorities ◻️ Builds coalition support before anyone's in the room ◻️ Gives you time to refine your approach based on feedback ◻️ Prevents public disagreements that create lasting friction How to do it effectively: ◻️ Identify 3-5 critical stakeholders (the decision-makers) ◻️ Schedule brief 1:1s at least 48 hours before the meeting ◻️ Present your core idea in their "language" and genuinely ask for input ◻️ Adjust your proposal to address their concerns ◻️ Acknowledge their contributions during the group meeting ◻️ Frame your pitch around company goals so stakeholders see it through that lens This simple practice has saved me countless hours and dramatically improved my implementation success rate. What has saved you countless hours in stakeholder engagement?

How I Balance Multiple Stakeholders Without Dropping the Ball as a Program Manager at Amazon Product wants speed. Science wants rigor. Leadership wants results. And sometimes…none of them agree. As a Program Manager, my job isn’t to make everyone happy…it’s to make sure the program moves forward with clarity. Here’s how I balance competing stakeholder needs…without dropping the ball: 1/ I start by mapping what each stakeholder actually cares about ↳ Product: time-to-market ↳ Science: accuracy ↳ Leadership: customer impact Example: I create a “stakeholder map” doc for every large program. I list priorities, concerns, and success metrics…then share it back to align. 2/ I highlight trade-offs early…not late ↳ “We can move faster, but it may reduce model quality” ↳ Let them weigh the cost, not me Example: In one launch, I gave two timeline options…one fast, one thorough. Instead of me deciding, I let the stakeholders align based on their priorities. 3/ I make decisions visible ↳ Every trade-off, agreement, and change is documented ↳ No “but I thought we said…” Example: I include a decision log in the shared tracker. When direction changes, I update the rationale and tag the stakeholders. 4/ I recap every meeting in 3 lines ↳ Who’s doing what ↳ By when ↳ And why Example: After every alignment call, I post a Slack recap: “Decision: Option B. Launch moves to 6/15. Product to update PRD by EOW.” No confusion. 5/ I check in 1:1 when things get tense ↳ Group settings aren’t always safe spaces ↳ One DM can realign everything Example: When tension built between two teams, I set up short 1:1s to understand each side…then found common ground offline before we regrouped. You don’t need to please everyone. You just need to keep them aligned enough to move forward. What’s your strategy for managing multiple stakeholder voices?

Your stakeholder register is lying to you. Because you can’t spreadsheet your way out of sabotage. PMs love stakeholder registers ✔️ Name ✔️ Title ✔️ RACI role ✔️ Comms plan ✔️ Influence level It looks like alignment. It feels like control. But it’s fantasy. And completely out of touch with how power actually moves. Because your spreadsheet doesn’t capture: – The VP who nods in meetings but blocks you behind closed doors – The “low influence” engineer who derails everything with one Slack thread – The exec who only listens when the request comes from his favorite lead – The silent skeptic who’s secretly lobbying against the project – The director who delays initiatives to protect their turf – The architect quietly blocking progress because they weren’t consulted – The sponsor who “supports you” but vanishes when things get political – The “neutral” stakeholder who’s been quietly rallying dissent – The teams that pretend to align, then stall in silence This isn’t project management. This is political warfare, & most PMs are walking into it unarmed. Stakeholder maps lie. They ignore power that isn’t on the org chart. They reduce human complexity to color-coded rows. And here’s the truth: If you’re not actively managing workplace politics, they are actively managing you. ✅ Real stakeholder management means – Reading body language in meetings – Anticipating objections before they’re voiced – Knowing when to elevate & when to backchannel – Earning trust before you need it – Navigating ego and insecurity – Building coalitions before pushback happens – Reading the org chart & the shadow org – Knowing who to ask, who to influence, & who to stay the hell away from 📌 Because not every stakeholder wants you to succeed. 📌 Not every decision is made in meetings. 📌 Power is emotional. 📌 Influence is earned, & lost, off the record. 📌 And not every title equals real power. So how do you navigate the politics? ✅ Map the shadow org: Who really makes decisions? Who can block you informally? ✅ Pre-align before meetings: The real work happens in 1:1s, not in the room. ✅ Identify “ego risks”: Who needs to feel heard, respected, or “right” to stay cooperative? ✅ Speak their language: Translate your project goals into their priorities. ✅ Build alliances early: You don’t win power by asking for it, you earn it through trust. ✅ Know when to go around, not through: Not every fight is worth having head-on. Politics aren’t a side quest. They’re the main event. This is the game behind the Gantt chart. And no spreadsheet will play it for you. If you don’t know who’s holding the real levers, You’re just project managing in the dark. Influence isn’t captured in rows & columns. It’s built in quiet conversations, earned trust, & power you don’t see on the slide deck. Lead the people. Not the list. ♻️ Repost to help other #PMs navigate #officepolitics 🔔 Follow Elizabeth Dworkin for more on #strategicvisibility #TechPM #projectmanagement

This sound familiar? You weren’t in the room when your nonprofit‘s strategic plan was written. And now, as the new ED/CEO, you’re expected to execute. Without benefit of knowing the discussions, debates, or trade-offs that shaped it. One approach? Have these meetings early to get clear on what's working, what's outdated, and what's missing. Meet with (1) the board chair, (2) key funders, and (3) program leads. 𝗠𝗲𝗲𝘁𝗶𝗻𝗴 𝟭: 𝗕𝗼𝗮𝗿𝗱 𝗖𝗵𝗮𝗶𝗿 • What were the top 3 priorities when this plan was created? • Which parts of the plan are non-negotiable vs. flexible? • What metrics were meant to indicate success, and are they still relevant? 𝗠𝗲𝗲𝘁𝗶𝗻𝗴 𝟮: 𝗞𝗲𝘆 𝗙𝘂𝗻𝗱𝗲𝗿𝘀 • What outcomes are you most carefully tracking currently? • Have your priorities shifted since the plan was written? • Are there any concerns about execution or sustainability?    𝗠𝗲𝗲𝘁𝗶𝗻𝗴 𝟯: 𝗣𝗿𝗼𝗴𝗿𝗮𝗺 𝗟𝗲𝗮𝗱𝘀 • Which parts of the plan are working well in practice? • Where are we struggling to implement the strategy? • What’s one thing you would change if you could?    These brief questions keep the conversations focused while still uncovering critical insights. After these meetings, review the responses for overlap, competing input, and any gaps in perspective. Now, chat with the people you serve. Ask questions like: • Which parts of our work have made the biggest difference for you? • What challenges are you still facing that we haven’t addressed? • If we could improve one thing, what would it be? Again look for misaligned expectations, missing focus, or areas where the plan no longer reflects reality. Now you're ready to refine your approach and address misalignments as you execute.

The most important meeting isn’t the one on your calendar. It’s the 15-minute conversation that happens three days before. Most people think stakeholder management is about frameworks and governance models. But the real magic? It happens before you ever step into that conference room. Here’s what actually works: ⸻ 1. The Pre-Meeting Meeting Early in my career, I watched a project implode in a single meeting. The reason? Stakeholders felt ambushed by the proposal. Now, I never walk into a big meeting without several small ones first. Coffee chats. Quick calls. “Hey, got 15 minutes?” By the time everyone gathers — the path is already paved. ⸻ 2. Ask Before You Analyze Before diving into tech analysis, I ask execs: “What questions would you want answered in this analysis?” Why this works: • Prevents the dreaded “Did you look into X?” moment • Aligns your work with their decision lens • Saves hours of rework • Shows you value their thinking ⸻ 3. Currency Matters Every stakeholder has a different currency: 💡 Some want efficiency 🏆 Others want recognition 🛡️ Many care about risk 🚀 A few chase innovation Learn their currency. Speak their language. Solve their puzzle. ⸻ 4. The Human Touch Yes, I’m the person who asks: “What was your first concert?” “Any weekend plans?” Because managing stakeholders isn’t just about influence. It’s about understanding humans. Breaking ice builds bridges. ⸻ 💡 Quick Win for Monday: Before your next big meeting, schedule three 15-minute chats with key stakeholders. Ask: “What would make this initiative successful for you?” Watch how differently the meeting unfolds. ⸻ What’s your best stakeholder management tip? ⸻ ♻️ Repost to share a quick Monday win with your network. ➕ Follow @janetkim for more tips ~~~~~~ 📩 Want more strategies like this? Subscribe to Level Up Weekly - link in the Featured section. ~~~~~~ I leverage 19 years in Stanford tech to help emerging leaders think strategically, build influence, and execute with confidence, so you’re seen, heard and valued. ~~~~~~