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At Berman Leadership, we work with executives who are navigating a new leadership reality—one where binary thinking no longer applies.

In his Human Wise podcast conversation, Dr. Bill Berman captured it perfectly:

“It’s not either the ethics of the business or the ethics of the individual. It’s both.”

This mindset—what we call both-and leadership—is essential for today’s leaders. It means holding space for opposing forces:

• Compassion and accountability
• Listening and selling
• Individual needs and enterprise performance

It’s not easy. And it’s not always clear. But it’s the kind of thinking that allows leaders to thrive in complexity.

“Most people are more comfortable choosing one side,” Bill notes. “But great leaders know how to hold the tension between both. They live in the paradox.”

At Berman Leadership, we coach executives to build this cognitive flexibility. We help leaders:

• Make decisions that are empathetic and strategic
• Communicate with honesty and diplomacy
• Prioritize their people and protect business performance

This dialectical approach is more than a mindset—it’s a leadership muscle. And like any muscle, it gets stronger with use.

In today’s high-stakes environments, both-and leaders are the ones who move organizations forward—without leaving their people behind.

Learn how we develop leaders to operate in the gray: https://bermanleadership.com/about/

For many leaders, self-awareness means recognizing patterns after the fact—reflecting on what was said, how it was received, and what could have gone differently. That’s useful. But it’s not enough.

In a recent Human Wise podcast conversation, Dr. Bill Berman described a deeper, more strategic form of self-awareness—one that moves from hindsight to foresight:

• Retrospective self-awareness: Seeing your behavior clearly—but only after the moment has passed.
• Concurrent self-awareness: Becoming aware of your impact as it’s happening.
• Anticipatory self-awareness: Knowing in advance how you’re likely to think, feel, and act—and using that awareness to choose your response strategically.

It’s this third level that distinguishes effective leaders from reactive ones.

“If I want others to feel a certain way,” Bill notes, “I need to know how I feel—and what I’m doing that elicits that feeling.”

Anticipatory self-awareness allows leaders to:

• Prepare for high-stakes conversations
• Navigate emotionally charged situations with greater clarity
• Adjust their presence based on context
• Influence outcomes without being controlled by emotion or assumption

And yes, the business impact is real. Leaders who develop this level of self-awareness tend to:

• Build stronger alignment within teams
• Communicate with intention, not reaction
• Reduce friction during change or conflict
• Inspire confidence—even in uncertainty

At Berman Leadership, we view self-awareness not as a personality trait, but as a leadership capability. One that can be strengthened with the right support, honest feedback, and ongoing reflection.

The leaders we work with aren’t just learning to understand themselves better—they’re learning how to anticipate and manage their impact in ways that serve the business.

Because when you can see what’s coming—both inside and out—you lead with greater intention, and greater effect.

Explore how we help leaders turn self-awareness into strategic foresight: https://bermanleadership.com/about/

Organizations often celebrate a “team of leaders” — a collection of high-performing executives each driving success in their respective domains. But a true leadership team is more than the sum of its parts. It’s not just about collaboration; it’s about collective accountability. And that shift—from a team of leaders to a leadership team—requires a mindset grounded in two deceptively simple questions: What is my Main Team? What is my First Team?

In Influence and Impact, I introduced these concepts to clarify the two key groups every leader serves. Your Main Team is the group you lead day-to-day—the people whose performance, development, and success you directly manage. Your First Team, by contrast, is the team your manager leads—the peers with whom you align priorities, share resources, and ultimately contribute to your manager’s success.

Why does this distinction matter?

Most executives view their Main Team as their primary allegiance. But when each leader in the C-suite prioritizes their own team over the collective goals of the organization, collaboration erodes. Resource battles flare up. Strategic misalignment takes root.

The transition to a leadership team begins when leaders recognize their First Team obligations as equal in weight to their Main Team responsibilities. In Ruth Wageman’s model of Senior Leadership Teams and in the work of Scott Tannenbaum and Eduardo Salas (Teams That Work), the leadership team is defined not just by hierarchical roles but by the shared enterprise of leading the business together.

This dual accountability—owning your team’s success while advancing your manager’s strategy—can be complex, especially in matrixed or global structures. HR leaders, for example, are often part of both a functional HR First Team and a business unit First Team. Navigating that ambiguity requires clarity about who makes decisions affecting your goals and your future.

As illustrated in Influence and Impact, Darlene, an e-commerce leader, advanced by understanding what her First Team—her manager and skip-level CEO—needed. She didn’t just manage her Main Team’s operations; she translated her insights into metrics that aligned with the CEO’s growth strategy. She wasn’t just a strong individual leader; she was a key contributor to the leadership team.

HR and I/O professionals have a vital role in supporting this shift. By helping leaders recognize and navigate their First Team obligations, you can foster more integrated, aligned, and effective leadership teams—teams that think beyond their silos and act in concert toward shared success.

In executive coaching, trust isn’t something you earn after the engagement begins—it’s something you build from the very first conversation.

On the Human Wise podcast, Dr. Bill Berman reflected on how this mindset has shaped his approach over the years:

“I’m not a salesperson. I listen to what people need—and if I can help, I will.”

That perspective isn’t a tactic. It’s a practice. At Berman Leadership, we view early conversations with potential clients as an extension of the coaching itself: grounded in curiosity, free from pressure, and focused on what matters most to the other person.

This way of engaging may feel unusual in a professional services context. But for the leaders we work with, it’s what builds credibility. They’re not looking to be convinced. They’re looking to be understood.

That’s why we ask coaching questions from the very beginning:

• What decisions are you facing right now?
• Where are you seeing friction—in the business or in yourself?
• What outcomes are most urgent or most meaningful?

These questions don’t just surface needs—they help clarify whether coaching is the right fit, and whether we’re the right partner to provide it.

There are moments in our work where we recommend another path or another provider. And that willingness to walk away is part of what builds long-term trust. Because good coaching starts with alignment—not persuasion.

We’ve found that the best relationships begin not with a pitch, but with presence. A willingness to listen. And an ability to sit with complexity, even before the engagement is formalized.

That’s how coaching begins before the contract ever does.

Learn more about how we build partnerships through trust and understanding: https://bermanleadership.com/about/

What does it mean to coach a leader in context? At Berman Leadership, this question sits at the heart of our work.

In his Human Wise podcast appearance, Dr. Bill Berman offered a phrase that captures the approach:

“Think psychologically, act commercially.”

Coaching doesn’t require a trade-off between individual growth and business results. The most effective work happens when both are addressed in tandem—when a leader’s internal experience is explored with the same care as their external performance.

This is what we refer to as Context Driven Coaching.

It begins by understanding the leader’s mindset—their goals, fears, values, and assumptions. But it doesn’t stop there. It places those insights within the broader system they lead: their team, their stakeholders, and the strategic priorities of the organization.

We regularly explore questions like:

• How are personal dynamics shaping leadership decisions?
• In what ways do internal beliefs affect external outcomes?
• How can a leader’s growth contribute to both their development and the business’s success?

Rather than separate the personal from the professional, we help leaders integrate them. Confidence in decision-making. Clarity in stakeholder conversations. A more intentional leadership presence. These outcomes don’t just serve the individual—they support the enterprise.

Bill’s background in both psychology and business reflects this integrated view. He notes that coaching is often seen as either personal or commercial. But in practice, the most effective coaching respects both:

• It’s psychologically informed
• It’s contextually grounded
• And it’s focused on impact at multiple levels

Context Driven Coaching isn’t one-size-fits-all. It’s built on a deep understanding of the leader and the business. It’s practical, reflective, and aligned with the complexity of modern leadership.

Because when leaders grow in context, the results are both personal and organizational.

Learn more about our coaching approach: https://bermanleadership.com/about/

At Berman Leadership, we don’t believe in generic coaching. The challenges leaders face today are too complex—and too deeply rooted in the systems they operate within.

In the Human Wise podcast, Dr. Bill Berman shares how his background in family systems therapy shaped his approach to executive coaching. “You can’t coach a leader in isolation,” he says. “You have to understand the system they’re part of—team, enterprise, culture—because that’s where the real leverage is.”

This systems-based perspective is a defining feature of Berman Leadership’s approach. Whether we’re coaching a CEO, a rising leader, or an entire leadership team, we consider the broader dynamics at play:

• Team interactions
• Organizational pressures
• Cultural norms
• Strategic priorities

Bill draws a powerful parallel: just as family therapy considers how each person impacts the whole, effective executive coaching must examine how individual leadership behaviors ripple through an organization.

He also challenges the default towards individualism in Western business culture. “In many parts of the world, leadership is deeply collectivist,” he notes. “That lens—thinking about the organization first—can actually drive stronger, more sustainable outcomes.”

Our work helps leaders operate with greater awareness of the systems around them. The result? Decisions that land, conversations that matter, and leadership that scales.

In complex environments, the right coaching isn’t about offering advice. It’s about navigating interdependencies with clarity, empathy, and enterprise-wide impact.

Learn how we coach leaders across systems: https://bermanleadership.com/about/

At Berman Leadership, we believe that effective leadership is as much about ethics and systems thinking as it is about performance and results. In his conversation on the Human Wise podcast, our CEO Dr. Bill Berman shared a truth many leaders face but few openly discuss: doing what’s right often means thinking beyond the individual.

“When you’re the head of a business—whether 10 people or 10,000—you can’t just focus on one individual,” Bill says. “You’re responsible for the system. And sometimes, that means the needs of the many outweigh the needs of the one.”

This is where leadership becomes a true balancing act. You may care deeply about an employee’s situation, but if their performance impacts the team, the project, or the business, tough conversations must follow. Not because you’re uncaring—but because you’re accountable.

Bill’s systems-based approach to coaching is grounded in both psychology and experience. He encourages executives to look beyond individual behavior and consider team dynamics, organizational health, and long-term business outcomes.

Leadership requires the courage to be direct—and the wisdom to understand the broader consequences of your decisions. It also demands clarity around your values and a willingness to act in alignment with them, even when it’s uncomfortable.

At Berman Leadership, we help executives navigate these complex tradeoffs. Our coaching emphasizes ethical clarity, systems thinking, and leadership impact at every level of the organization.

Because leadership isn’t just about what’s right for one person—it’s about what’s right for the whole organization.

Explore our systems-based coaching approach: https://bermanleadership.com/about/

At Berman Leadership, we believe leadership isn’t just a role—it’s a responsibility to balance business performance with human understanding. In his recent appearance on the Human Wise podcast, our CEO Dr. Bill Berman explored what it means to be truly human at work—and why timing, tact, and compassion are essential for leaders.

“Being authentic doesn’t mean saying everything you think,” Bill explains. “It means saying what matters, with timing and tact.”

That insight defines one of the core principles of Berman Leadership: authenticity is powerful—but only when paired with awareness and intention. For leaders navigating complex decisions, caring is not a distraction from the bottom line—it’s a strategic advantage.

Bill reminds us that behind every role is a person with a life beyond work. And when leaders recognize that humanity—when they care enough to listen, pause, and act thoughtfully—they build stronger, more resilient teams.

But authenticity alone isn’t enough. Leaders must also consider the needs of the collective. That means having difficult conversations when needed and prioritizing the health of the organization as a whole—even when individual decisions are hard.

As Bill puts it, “You’re responsible for the whole business. Sometimes you have to focus on the needs of the many, not just the one.”

It’s this dual lens—of compassion and commercial clarity—that defines effective leadership today. Human-centered leadership isn’t soft; it’s strategic. And it starts with self-awareness.

At Berman Leadership, we help senior leaders build this balance—leading with courage, clarity, and care.

Read more on our coaching approach: https://bermanleadership.com/about/

Belonging Is Not a Buzzword—It’s a Mindset Shift

The term belonging has gained traction across workplaces in recent years, often positioned as the “B” in DEIB. At first glance, belonging feels warm and inclusive—a counterbalance to the complexity and tension that DEI conversations sometimes carry.

But belonging is more than a feel-good concept. Done right, it fundamentally shifts the lens from groups to individuals.

Where traditional diversity efforts might ask, “Do we have enough representation from X group?”, belonging asks, “Does each person feel seen, heard, and valued here?”

This distinction matters. Because while group-based representation is measurable, it doesn’t guarantee the daily experience of inclusion. People may be “at the table,” but still feel invisible or isolated. Belonging addresses that gap.

 

The Risk of Dilution—and the Need for Nuance

Of course, there’s a reason many DEI professionals are wary of this shift. Belonging, they argue, can be co-opted as a softer, less political alternative to hard conversations about power, history, and systemic barriers. When belonging is treated as a way to make everyone feel good, it risks glossing over the very real struggles that marginalized groups continue to face.

They’re not wrong.

For Chief HR Officers, this presents a nuanced leadership challenge: How do we embrace belonging as a universal human need without erasing the specific, often painful realities of people who have been excluded?

The answer lies in the both/and.

We must hold space for the individual and the systemic. We must build cultures where everyone feels they belong—and acknowledge that some people have to fight harder to get there. Belonging isn’t a replacement for diversity; it’s the outcome we reach when inclusion is real, when safety is felt, and when opportunity is accessible to all.

 

Moving Beyond the Affinity Group Model

Many organizations have leaned heavily on affinity groups (also known as employee resource groups or ERGs) as their primary DEI structure. These groups have provided valuable space for connection, identity, and advocacy. They have offered support and voice where it was previously missing.

But they are not, by themselves, a DEI strategy.

Affinity groups can also reinforce silos, foster a sense of “us vs. them,” or limit interaction across lines of difference. And they can unintentionally convey that responsibility for inclusion rests with the marginalized—rather than with leadership.

That’s why we’re seeing a shift toward more integrated approaches—ones that make inclusion a shared leadership responsibility and a core cultural competency. The goal is not to abandon affinity groups, but to supplement them with deeper organizational practices that build belonging into the way we lead, manage, and make decisions.

 

The Psychology of Belonging: Why It Matters for Performance

At Berman Leadership, we work with executives every day who are navigating high-stakes leadership in complex, fast-changing environments. The ones who create lasting impact tend to have something in common: they understand the emotional realities of the people they lead.

Belonging is one of those realities. And it’s not just about morale—it’s about performance.

Research has shown that when employees feel a strong sense of belonging:

• They are 56% more productive
• They take 75% fewer sick days
• They experience a 50% drop in turnover risk

Psychological safety—the shared belief that it’s safe to take interpersonal risks—underpins this. When people feel safe, they speak up. They innovate. They push boundaries. That’s the cultural multiplier effect of belonging.

For HR leaders, this creates a compelling case: belonging isn’t a social agenda. It’s a business strategy.

 

Operationalizing Belonging Without Losing Rigor

So how do you build belonging into the fabric of your organization without diluting your DEI commitments?

Start with these four principles:

1. Understand individual identity without assuming it defines experience.
   Representation matters. But demographics only tell part of the story. Encourage managers to get to know the personal context, career aspirations, and lived experiences of each team member—not just their “group” identity.
2. Shift DEI from compliance to culture.
   Policies and training are foundational, but belonging happens in the micro-moments—team meetings, feedback conversations, decision-making norms. Invest in leadership development that embeds inclusion into how people lead every day.
3. Measure experiences, not just demographics.
   It’s not enough to track representation. Ask: Do people feel safe? Do they feel heard? Do they trust their manager? Do they see a path for growth? Pulse surveys, stay interviews, and qualitative feedback can give insight into what belonging actually looks like.
4. Make belonging a leadership expectation.
   Hold managers and leaders accountable for creating inclusive environments. Recognize and reward those who build strong, equitable teams. Inclusion can’t be a side project—it must be a leadership standard.

 

What This Looks Like in Practice

Here are three examples of companies we’ve seen leaning into this individual-first, belonging-focused approach:

A technology firm with a hybrid workforce rewrote its performance management approach to emphasize values-based leadership. Rather than relying solely on KPIs, it now evaluates managers on how well they foster trust, collaboration, and belonging—especially across remote teams.

A healthcare system serving multilingual communities trained every people manager on active listening and trauma-informed supervision. The result? Higher patient satisfaction, lower nurse turnover, and a deeper sense of mission among staff.

A professional services firm began embedding DEI criteria into its project staffing decisions—not just to balance representation, but to ensure diverse voices had influence in visible, career-defining work.

In each case, the move from “what group do you belong to?” to “how do you experience belonging here?” unlocked deeper insight—and better outcomes.

 

Belonging as a Leadership Imperative

Belonging isn’t about comfort. It’s about commitment. It’s about saying: we see you, we value you, and we’re investing in your potential—not just your productivity.

That message resonates with everyone. But it matters most to the people who haven’t always felt it.

As a Chief HR Officer, your role is to steward this evolution. To move beyond checklists and categories. To build a culture where diversity isn’t just tolerated—it’s activated. Where identity is honored, but not assumed. And where belonging is not a buzzword, but a practice.

It’s time to expand the frame.

 

Let’s Talk

At Berman Leadership, we partner with HR and executive leaders to build psychologically safe, inclusive cultures rooted in high performance. If you’re rethinking how your organization approaches belonging and leadership, we’d love to start a conversation.

Let’s make inclusion personal—and powerful.

From Psychologist to Executive Coach: Bill Berman’s Nonlinear Career Path

At Berman Leadership, we believe that the best executive coaches are those who’ve lived the complexity of leadership themselves. That’s exactly what sets our Founder and CEO, Dr. Bill Berman, apart.

Bill’s journey to executive coaching wasn’t a straight line—it was a strategic evolution shaped by decades of experience across psychology, academia, entrepreneurship, and executive leadership. Today, that diverse background is what makes him a powerful thought partner for senior leaders navigating their own turning points.

“I’ve had three and a half careers,” Bill shared recently on the Human Wise podcast. “Each one gave me a different lens for understanding people, systems, and business.”

His first career began in clinical psychology, working in community mental health centers and hospitals. From there, he became a tenured academic at Fordham University, conducting research, teaching, and overseeing clinical training. But in the early 1990s, Bill made a bold pivot: he co-founded a healthcare consulting firm that eventually transformed into a software company. As the business grew, he left academia to run the company full-time—ultimately selling it in 2000 and continuing on as a professional services leader with full P&L responsibility.

By 2004, after guiding teams through growth, change, and industry shifts, Bill turned his attention to the next chapter: executive coaching. It was a natural fit.

“I had a coach who helped me see that executive coaching combined everything I loved—psychology, strategy, leadership, and impact,” he said.

Bill’s nontraditional path isn’t an exception—it’s a model for what modern leadership looks like: adaptive, curious, and layered. It also reflects how Berman Leadership approaches its work. We don’t believe in generic coaching. We bring a psychology-based, business-savvy perspective to every engagement, tailored to the complexity of each leader’s world.

Wait, what about the half-career? Before becoming a psychologist, Bill almost became a professional chef. And it was here he first learned about high-performing teams.

“In well functioning restaurants, the staff in the kitchen, and the kitchen and front-of-house staff, all have to work together seamlessly. At our restaurant, our chef de cuisine built a team that ran like a clock. I didn’t know it at the time, but it set the standard for me for how teams should operate.”

Today, Bill leads a team of coaches and consultants who help C-suite executives bring clarity, confidence, and commercial impact to their roles. His lived experience informs every conversation—whether he’s helping a leader rethink their strategy, navigate organizational politics, or rediscover their purpose.

“The richness of my path helps me challenge leaders to consider possibilities they might not have imagined,” Bill says.

At a time when leadership is more complex—and more human—than ever before, Bill’s journey reminds us that the best guides are the ones who’ve walked many paths themselves.

Read more about our coaching approach and how it helps leaders thrive at every stage of their career: https://bermanleadership.com/about/

At Berman Leadership, we believe that effective leadership begins with connection—and that connection is rooted in trust, understanding, and shared experience. That’s why we are proud to sponsor the 2025 Black Coachers Conference, taking place June 13–14, 2025, at McMaster University in Hamilton, Ontario, Canada.

Why We Support This Work
The Black Coachers Conference is a powerful forum for advancing inclusion, building community, and supporting the professional growth of Black coaches through research and training. We’re passionate about supporting this event because it aligns with our core values: elevating diverse voices, embracing multiple perspectives, and creating coaching relationships that reflect the richness of the people and organizations we serve.

In our executive coaching practice, we’ve seen firsthand how transformational it can be when coachees are paired with coaches who truly understand their context—whether through shared lived experience, cultural insight, or professional background. Representation matters. It builds trust, deepens reflection, and accelerates growth.

How We Help
At Berman Leadership, we help organizations improve leadership effectiveness by pairing executives with experienced coaches who not only bring deep psychological and organizational insight, but who also reflect the diversity of the modern workforce. We work closely with our clients to ensure that the match between coach and coachee supports authenticity, openness, and impact.

Our team includes coaches from a wide range of backgrounds, industries, and life experiences. This diversity enables us to build stronger coaching engagements—ones where leaders feel seen, heard, and supported to grow.

Conferences-Canada – Conferences that Inspire

We are delighted to announce the launch of Berman Leadership’s newly redesigned website, marking a significant milestone in our ongoing commitment to excellence in executive coaching and leadership development. This transformation reflects our dedication to staying at the forefront of the industry, ensuring that our clients and partners have access to the most current information and resources.

 

A Fresh Look with Enhanced Functionality

Our new website offers a modern, user-friendly design that embodies our brand’s evolution and sophistication. Key enhancements include:

Intuitive Navigation: We’ve streamlined the site’s structure to ensure visitors can effortlessly find information about our services, team, and insights. This intuitive layout allows for a seamless user experience, enabling quick access to the content that matters most.

Mobile Responsiveness: Recognizing the importance of accessibility, our website is fully optimized for mobile devices. Whether you’re browsing on a smartphone, tablet, or desktop, you’ll experience consistent functionality and design.

Visual Appeal: Incorporating high-quality visuals and a cohesive color scheme, the site’s aesthetic aligns with our brand identity, enhancing our credibility and appeal.

 

New Features to Serve You Better

In addition to visual and structural improvements, we’ve introduced several features designed to provide value to our visitors:

Resource Center: Access a wealth of articles, case studies, and whitepapers that offer valuable insights into leadership development and executive coaching. This repository serves as an ongoing resource for professionals seeking to enhance their leadership skills.

Client Testimonials: Explore success stories from leaders who have partnered with us to transform their organizations. These testimonials provide real-world examples of the impact our coaching can have.

Interactive Contact Forms: Connecting with our team is now more straightforward than ever. Our enhanced contact forms facilitate seamless communication, allowing you to inquire about services, request consultations, learn more about our coaches and services, or provide feedback with ease.

 

Our Commitment to Excellence

The launch of our redesigned website is more than a visual update; it signifies our unwavering commitment to excellence and innovation in executive coaching. We understand that the digital landscape is continually evolving, and we are dedicated to adapting and growing alongside it to meet the needs of our clients.

We invite you to explore the new site and discover how Berman Leadership can partner with you to achieve your leadership goals. Your feedback is invaluable to us, and we welcome any comments or suggestions you may have as you navigate the new platform.