You’re leading people.
Something isn’t working
the way you expected.
I work with senior leaders and leadership teams when the results, behavior, or dynamics they’re experiencing don’t match what they expected.
Worked with more than 1,000 leaders, including leaders across Southern Company and organizations such as CBRE, Walton Communities and Price Automotive Group.
CONTACT DANYou can usually sense it before you can explain it.
Most leaders I work with have developed good instincts through experience. Those same instincts often tell them something is off before they can name exactly what it is.
The work starts by getting clear on what changed, how it happened, and what may still be easy to miss.
What am I missing?
What did I miss? What am I still not seeing? What could this affect next?
Those questions don’t assume your instincts are wrong. They help test the read before you build a response around it.
That is where I usually start with a client: understand what you are seeing, challenge the assumptions around it, and get clearer on what is actually happening.
The goal is a better read before you decide what to do next.
Useful information only matters when we know what we’re trying to solve.
There is no shortage of leadership frameworks, assessments, books, podcasts, and advice.
I use those resources when they help. The first job is getting clear enough on the problem to know what is actually useful.
For more than a decade, every new engagement I’ve taken on has come through referral. Some client relationships have lasted more than ten years.
“I've partnered with Dan for over 10 years while leading teams in our organization. He's been my go-to for navigating challenging conversations, working on team alignment, and developing genuine connections with the people I work with. Rather than dictating advice, he listens, offers thoughtful approaches tailored to my natural style, and challenges me toward self-reflection so my communication truly aligns with the person or situation in front of me.”
CFO, Walton Communities
The Alignment Engine
Alignment means knowing where the gaps are, why they exist, and whether they matter.
It requires clarity about the conditions, communication that carries that clarity, and trust strong enough to act on what you learn.
The input
What is our current read of the person, team, process, or organization?
The transmission
How is that read showing up in behavior, decisions, and communication?
The proof
What are people actually experiencing, and what is that experience doing to trust?
We build the strategy together.
My role is to help you get clear on the conditions, build a response around what matters, and keep testing it once it meets the organization.
1. Get clear on the conditions truly causing misalignment.
2. Build the strategy together.
3. Pressure-test the strategy.
4. Implement, monitor, and adjust.
Alignment does not end when the strategy is announced.
In one 100+ person division, a six-month engagement examined communication, trust, and organizational alignment during significant change.
Leadership used the findings to identify the gaps that mattered most and built five strategies:
Throughout the year, the strategies are pressure-tested through one-to-one conversations with leaders across the organization.
Those conversations give leadership a current read on what is working, what is stalling, and what needs adjustment.
The objective is to sustain alignment as conditions change.I’ve worked inside organizations, built businesses, and coached leaders through both.
My perspective comes from time spent on each side of the table: inside large organizations, building businesses, and advising leaders responsible for both people and results.
solutions & national accounts
beginning in 2007
& leadership advisory
Co-founder & owner, GiANT Southeast
Contact Dan.
If something isn’t working the way you expected, tell me what you’re seeing. You don’t need to know what kind of engagement you need before we speak.
We should understand the situation first.