Leadership risk is a line item. Most organizations find it too late.
InVivo works with organizations in high-consequence environments to develop the leaders who want to grow, and to address the ones who do not know they need to.
Two Leaders, One Budget
Leader One
She knows something is not working. She asks for help. She is coachable, and coaching moves her quickly and visibly.
Leader Two
He is certain. His results are strong, so nobody has stopped him. His team turns over and he explains why each person was not the right fit. He has never requested development, and would decline it if offered.
Where the cost shows up:
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People rarely leave a company. They leave the daily experience of being managed by one person. The replacement cost is not the recruiter's fee, it is the months of reduced output before they go and the months of ramp after, and you will almost never see the real reason recorded, because exit interviews are run by the organization the person is leaving.
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The knowledge that matters is not in the wiki. It is knowing who to call, why that decision was made in 2019, and where the process quietly breaks. It leaves with the person, and their successor rebuilds it by trial and error on your timeline, not theirs.
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People stop raising concerns to a leader who has punished them for raising one. The near miss goes unreported. In environments where a leadership failure produces a finding, a recall, or an incident, the distance between a concern voiced and a concern swallowed is the entire risk model.
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By the time a formal complaint reaches HR, the behavior is usually years old and documented nowhere. What you pay for is legal hours, investigation hours, and the attention of every senior leader pulled into a matter that a conversation would have resolved when it was small.
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Nobody quits. They simply stop offering anything they were not asked for. The work still ships, so it looks fine for a while, and then everything takes longer than it should and nobody can point to why. This is the cost that never appears on a dashboard and shows up in every number on it.
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This is the one that compounds. Every person reporting to him is learning what senior leadership looks like in your organization. The ones who stay are the ones who could tolerate it, and they are the ones you will promote. You are not managing one leader. You are training the next three, and they are learning from him.
Engagements
Dr. Leili Sadaghiani's doctoral research examined executive hubris and its behavioral dimensions. The central finding is uncomfortable and useful: the more damage a leader is doing, the less likely he is to seek development, and the more confident he is that he does not need it.
Hubris is not arrogance. It is a closed feedback loop.
ENGAGEMENT 1
Sponsored Coaching
For when something specific is in front of you.
4-12 sessions · 60 minutes each ·
1-3 months
For a specific named leader. Four, eight, or twelve sessions, with a sponsor alignment call at the start and close, and a written summary covering themes, attendance, and assessment movement. Session content stays confidential.
Focus Engagement, 4 sessions
Development Arc, 8 sessions
Full Arc, 12 sessions
ENGAGEMENT 2
Leadership Cohort
Four to six leaders from one organization move through a six-month arc: individual behavioral assessment and debrief, eight coaching sessions each, three half-day group workshops, and sponsor reporting at baseline, midpoint, and close.
For the groupthink and group pattern.
8 sessions · 60 minutes each · 4- 6 months
ENGAGEMENT 3
Workshops & Keynotes
Inspire shift in behavior.
1-3 workshops · 60-90 minutes each . Onsite/Virtual
From a 60-minute keynote to a 90-day workshop series. The entry point for most organizations.
Not sure which one is right?
That is what the discovery call is for. Thirty minutes, free, no pitch. We talk through what is in front of you, what you are working toward, and which of the three is the right fit. If none of them are, I will tell you.