Strategic Leadership: How It Changes The World With Dan Norenberg


When leadership teams don’t play at their best, it puts their entire company at risk. But only true leaders know that they are the starting points for change and growth. Dan Norenberg, a global CEO coach and leadership keynote speaker, joins Tony Martignetti to discuss about how strategic leadership is best played into businesses, companies and organizations. As they look back on past experiences, Dan shares the leadership approach he took to foster juveniles in prison into a better life. Join us as we uncover the journey of what brought Dan to where he is now and how he is making a huge impact in the world.


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Strategic Leadership: How It Changes The World With Dan Norenberg

It is my honor to introduce my guest, Dan Norenberg. Dan is a global CEO, coach, leadership keynote speaker and author working in over 26 countries. He advises and coaches global C-level executives in large and small organizations and startups. Dan has worked with over 150 executives, strategic leadership teams and is the author of Executive Ownership: Creating Highly Effective Leadership Teams. It's an amazing book. Go check it out. He lives in Munich with his two children and his lovely wife. I want to welcome you to the show, Dan.

Tony, it's a pleasure to be with you. Thanks for inviting me. I can already feel the warmth.

I love this idea of the campfire. We have this chance to share these amazing stories and to highlight how someone like you gets to where you are making such a huge impact in the world. Your intro is amazing but I feel like there's so much more to you that we need to uncover and see what the journey was that brought you to where you're doing this. I'm looking forward to it.

I'm happy to share it with you.

As we usually do on the show, what we do is we give you a place to share your story through what's called flashpoints. These are points in your journey that have ignited your gifts into a world. What I'm going to do is I'm going to give you a chance to start where you'd like to start and share what you're called to share. Along the way, we'll see what's showing up.

I've been listening to you for some time. I love your demeanor and the guests that you have on. I was reflecting on that. There’s a starting point for me in which I've never started here before. I'm in the fifth grade where I must be ten years old and sitting in Mrs. Pollack's class in a small farm town about twenty minutes outside of Des Moines, Iowa. I'm looking outside the window. This is a very old school building. It's one of the classical school buildings that you see sitting on the hill with these huge windows. It's like half a dozen kids could have fallen out that window. It's not like that anymore but the window was pushed way up.

It must've been spring or early fall. It was warm out. I could look out this window. As far as I could see to the horizon were cornfields. This school sits pretty close to Interstate 80, which is the main freeway that runs across the United States. I remember thinking when I was ten years old, what's out there beyond the cornfield. What's out there on that Interstate 80? I was ten years old so I wasn't driving. That was the flashpoint that I got when I thought about talking to you.

Many decades later, I'm sitting in Munich, Germany, which I think is one of the most beautiful cities in the world. I've got a lovely wife and family. There's a castle built in the 1400s, which is less than 100 yards from where I'm sitting. My kids were baptized in that church. I would never have thought at the age of ten that I would have been able to take this remarkable journey.

Maybe for some of the folks that follow your story goes, "Here’s another guy that hadn't had it easy. It's like cutting butter with a hot knife." It hasn't been like that at all. It's been struggles, ups and downs, left and right. That was my starting point in Mrs. Pollack's room, looking at I-80 and wondering where it goes. Decades later, I'm sitting here in Munich.

VCP 162 | Strategic LeadershipIn the picture that I put myself there, you painted a nice picture. I'm sure that as a young child with many of us dream, what is out there for us? How do we create that for ourselves? One of the things that we're going to dive into is, "How does one go from this small view of the world and then all of a sudden become so expansive and see that there are many possibilities for us?" That's what I'm looking forward to hearing more about. How did you go from that small town to Munich?

It’s one step at a time but that whole initial universe for me was I grew up in Iowa, which was a great place to grow up. Iowa was known for family, church, farming, education, and sports. That's the gist of it, which was cool. Other distractions like you have in New York, California and all the stuff there, it's down-home good people. Both my parents were in education.

Some kids grow up sitting on a tractor. Other kids go to the factory with their father. Maybe some kids, if they're fortunate, get to go into the research lab and see their father or mother do stuff there or maybe a doctor's office. I always tagged along mainly with my dad to go to school. My mother was an elementary school teacher and taught all the grades there. My father was initially a football coach, a physical-ed teacher then became a high school principal where I went to school. That's a story we don't need to get into. That's not an easy place to be.

My father wasn't a particularly good student but he felt that education was the great equalizer. He had a thirst for learning. He'd looked for teachers who were interested in helping others learn and that inspired me to be around learning and coaching. I had great teachers and coaches around me growing up who showed interest in me and helped me shine.

In my leadership workshops, from time to time, I'll turn to the audience and say, "Think about an inspiring leader, teacher or coach that you had that helped you along your way." Some people will say, "I'm sorry, Dan, I don't have an example." I find that so sad because I've been blessed to have people around me in my life, both in school, sports and business that showed an interest in me. That's inspired me to show up similarly.

Some people's default is not to see those people there. I tend to challenge that and say that there are people along our journey. Everyone has somebody but they sometimes need to dig deep and see who they are. Maybe they're in tiny ways but we have to get introspective to see where they showed up.

I appreciate you bringing up that point because surrounding yourself with people who challenge you and you can learn from is important. If you don't have those people around you, you've got to strike out and find those people. I came back from a round table exchange with Dr. Alan Weiss from Rhode Island, probably one of the most prolific thinkers and writers in the field of value-based consulting in the world. I'm proud to call him a mentor. I've worked with him for several years.

Dr. Marshall Goldsmith, who I also sought out. I'm a stakeholder-centered coach in his program. He wrote the foreword for my new book on leadership teams and I do things regularly with him. I'm inspired by him and Dr. Yuri Boshyk, a professor at IMD, who's in Canada and head of the Global Forum. I've sought out guys. I don't request a lot of time for these guys but when I need something, I go to them and they're always willing to help and share. That's certainly been a big influence in my life both privately and professionally.

Sometimes those mentors don't even know that they're mentors. You can have mentors that you're following, reading, and listening to. They're shaping your life without them even knowing that they are.

Even sometimes maybe there's somebody you admire or look up to and they may do something that you don't particularly agree with. You can learn from that too. You can also learn from other examples. What I encourage people to do and how I set my life out is I don't seek to follow anybody. I seek to lead my own life but I seek to learn from as many people as I can. I've been very fortunate in that respect.

Here you are a learner someone who enjoys the learning process and seeks to expand your boundaries. What happened next in your journey as you continue to go from having this amazing upbringing? The foundation you're coming from is shaping who you have become. What got you out of Iowa and the places that you were in?

There are a couple of short steps in between. I grew up outside of Des Moines and was very much involved in sports, basketball, football and track and field. Football was my sport. I decided to go to the University of Northern Iowa and play football. They were building a dome stadium, the only one in Iowa. If you ever spent time in Iowa, you don't want to play football outside in the winter. The thought of playing indoors is very attractive. My father played there. I went to school there and studied Psychology and Criminology. My goal was to become a lawyer. I thought I could work in the criminal justice system and right the wrongs of criminal justice. I was a moral, high-standing young guy at that time. That was my initial goal.

Three things happened during that time at the university. One is I got exposed to people from not only all over the United States, believe it or not, people from all over the United States and the world to come to Iowa as well. I was suddenly exposed to a huge multicultural population at the university. I found that I thrived in that. I wasn't, particularly with this one particular group but I was always attracted to people who were different from I was. Perhaps that's something that led me to Europe, number one.

Number two, I got very involved in football but that career didn't go as well as I would've liked it to. My ego got the best of me and I stopped a bit early, which led to one of the greatest regrets of my life, which I later learned to learn from that regret. The third thing I did was I studied Psychology and Criminology, which allowed me to work with some of my professors. I got to go into maximum-security prisons in Iowa to do therapy work with young criminals who were on a pathway of crime, robbing small stores, stealing cars or carrying a gun.

We take these young people between the ages of 18 and 25 into prison where they were meeting with bank robbers, rapists and convicted murderers to scare them straight to show them what life was like in prison. I'm going on with the story but it's important because what we saw was a very effective therapy when we can take those kids who had been through this program and place them in foster homes. They didn't go back into their original environment but the kids that even were profoundly impacted when they went back to their hood or neighborhood, if you will, where their father wasn't around, mother was on the streets and the next best thing was a gang for them, they were suddenly back into the environment they said they wanted to get out of.

That was my first experience of understanding that no matter how much work you do want for a person, when they go back into the system they were before, that has a very powerful thing. This is why my focus is more on coaching leadership teams than individuals. If we take a coach person or whatever you want to say and put them back into their team and that team has not had the same impact, exercise or experience, they're going to carry forward not very much. I didn't realize that at the time but I realized that later. Those were a couple of experiences that I had at that university flashpoint.

What you shared is powerful. If you want to change, change your environment, the things that are around you to support the thing that you want the most. There's no better way to learn that than with the experience that you had. I can't agree more with the idea that you have an individual that you coach but if they are in a toxic company, it's hard to be the champion for a cause or for who you want to be if everyone around you constantly beats down the same process or has a culture of toxicity.

What happens is you oftentimes see someone like that decide, "This isn't for me," then they move on and go someplace else. It's almost like you start to be the coach of someone who's going to move on. You're coaching people out because they start seeing the light and everyone around them is not seeing the light. The team approach is much more profound. Hopefully, people are starting to see that that's the way.

At the end of the day, you want to be around people that want to help you succeed. There's a great value in coaching individuals. I've been coached by some great coaches. I'd like to think that I do some good individual coaching as well. My work with leadership teams is meaningful because I want to get in and get out.

Even though I believe that what I do is extremely profound and my clients tell me this, at the end of the day, how are these guys, men and women, going to keep improving? That's through the work of the team. When team members can give each other feedback about improvement, growth, sharpening the strategy, being clear with feedback and communicating better, it not only helps the leadership team become better but that cascades and helps the entire organization do better.

VCP 162 | Strategic Leadership

I'll pick up on one thing because you've asked about how I got out. Long story short, I graduated from UNI with my degree. I was excited about going to law school. I wanted to go to Arizona, California, where I needed to establish residency because I was an Iowa resident. I thought during this one year, why not take a job in business? When you study Psychology and Criminology, you don't get a lot of business exposure, which I thought was going to be important to be a lawyer even if I was going to be in Criminal Law.

I ended up in California and as luck would have it, I got involved with a company that was similar to IBM. It wasn't IBM but they thought they were like an IBM clone little brother. It was very professional technology selling. I spent ten years in California and found that marketing and sales hit home for me. I enjoyed and appreciated helping customers solve problems with our products or technology.

I worked in office automation and then later in photovoltaics, which was an industry before its time where we were the Apple computer of photovoltaics. This was way back many years ago. Unfortunately, the company didn't make it but they both were high-growth companies, which meant that I was in management roles far before I was 30 years old. Most of the people I was managing were 30, 40, 50 years old. Later in life, I learned that through my coaching experiences that perhaps I was a leader who almost always, without exception, got results but perhaps not in the most sensitive, enabling way as a leader where I'll be gentle on myself.

I did that for ten years. In California, I got exposed to a whole lot of international clientele. We had production facilities in Mexico, which was very interesting. I was excited. When the company went out of business, I had sold my house. My girlfriend and I had broken up. I had no children or anything like that. I thought I'd go to Europe for nine days to clear my head and think about my next big thing. Several years later, I'm still here. I never took that return ticket home.

I want to double-click on that because I love this. Here you are nine days in Europe and you end up staying there. Take me into that moment. What was your mindset? What was going through your head as you say to yourself, "I've been here nine days?" What would possess you to say, "I'm going to stick around."

It looks like this wonderful rags to riches story but I could tell you at the time it was both exhilarating and terrifying. I'd never been to Europe, Tony. A lot of guys go after high school, some people go after college or something like that. Some people have work that takes them to Europe. What I did notice when I was working in California and interfacing with the international group, they always seemed to walk in a very joyful way and talk about having lunch in London or meeting in Paris with a client. I thought, "They seemed to be having a different life than my 60, 70-hour workweeks," but that was a side note.

I got over here and it knocked my socks off. I found the atmosphere and different languages, which I didn't speak any, was cool. I shifted my holiday to about 21 more days and went through Paris, Geneva, and Stuttgart. I came to this village of Munich. For your readers that haven't been there, it reminded me a little bit of Iowa. It's easy-going here with about 1.4 million people. A lot of people were on bicycles but it has a very international flavor. It left me with a good feeling. I spent three days in Munich and went back to Paris for my last week of the holiday. The last night there, I had this major dream or epiphany.

I dreamt that I was 80 years old and looking back at my life. I could see myself at that moment in Paris, getting ready to go back to the US. I love the US and California. I had great jobs. It wasn't that I was running away from something. However, I thought to myself, "Dan, when you're 80 years old, are you ever going to regret that you didn't spend more time in Europe? You're not married. You don't have a job and anything is tying you to."

I remembered at that moment my regret about quitting the football team a bit early, which had been with me for years. I could taste that potential regret again. I was going to learn from that regret and use that as a pivot point for me. On the day I was supposed to fly back to Los Angeles, I went to the train station, got on a train, and came to Munich. I didn't speak a word of German, did not know a single person, or have any work papers that allowed me to work here legally. It sounds exciting. That's what you do when you have a passion and vision but at the time, I'm thinking, "Are you okay, Dan?" Many years later, it's worked out well.

At the end of the day, you want to be around people who want to help you succeed.

I have one additional question on that. This is amazing because this is the thing that a lot of people dream about. The adventure begins but there are also a lot of challenges and imposter syndrome. Fears start setting in at that point too of, "How am I going to make a living?" The question I want to dig into is what does your family think of you at that point? What were the people who were back at home saying to you like, "Dan has gone off his rocker. He's been kidnapped by Europeans."

Both my folks were living in Iowa at the time. I had managed to draw my sister out to California. She was playing softball at San Diego State. My brother had come out to California. He's a programmer and working with some tech company. All the kids had come to California. Our parents were used to us being a little bit away from them. I was in my early 30s. I was already on my way to creating my life. My father thought I'd lost my mind. He was 1 of 12 children, hardworking, the first-ever to go to college in his family, and believed in that hard work ethic.

You work hard, keep your nose down, and don't ask questions. At some point down the road, you're going to be rewarded. I admire and respect him for that. My mother was sad but she was also a little bit maybe hopeful that she'd get to visit Europe sometime because her grandparents had come from Germany. She grew up hearing her parents speak German. She thought maybe that could be something interesting but I didn't even know if I could make ends meet, find an apartment, or something like that because I wasn't working. I burned through that holiday money pretty quickly and it was interesting.

Did you find yourself having to make up stories when you talk to parents like, "Everything's great," meanwhile, you're eating bread and butter from the store?

They didn't call much. This was right on the edge of the internet. There wasn't any WhatsApp or FaceTime and stuff like that. A phone call was $4 a minute. I wasn't telephoning and the art of letter writing was reborn. We were writing a lot of letters but I had to move apartments or move somewhere every 2 or 3 months. I tried to put a positive spin on it because I was trying to figure out what I was going to do here. It wasn't like I came here, wanted to start a leadership company and build that. It was a, "I don't know," type of thing.

Let's go to that next point. How did you get into the work that you're doing? The foundation you're coming from has created this powerful foundation but you don't just jump into creating your own company. Starting any endeavor on your own is a big deal. I'm fraught with many fits and starts but I want to make sure I understand what happened to you.

On your website, you talk about the three lessons, breaking patterns, getting out of the comfort zone, and stuff, which is fundamental stuff that I adhere to. I went to the stuff that I do best. I'm good as a sales professional, sales leader, strategic selling, spin selling, and also in marketing. I went to what I did best. In those days, you could go to the US Consulate, which I did every day. I was in the commercial library every day with my little lunch bag. I was looking for German companies doing business in America and American companies doing business in Germany. I thought it would be a great deal if they hired me and I helped them expand their international business.

This was my motive. I was there every single day, Tony, everything, but sleeping on the floor. You can't do that anymore because of security reasons. Be that as it may, I got a call from somebody from Siemens who was leading their international business group. They said, "Are you the American that's living at the US consulate?" I had found a room in a student dormitory at night. I said, "I'm not living there at night but I'm spending most of my time there." Long story short, they looked at my background. In those days, you didn't have a lot of Americans that weren't working for someone. Here's an American, 30 years old, with a pretty substantial track record in business in California for ten years, who was a free agent.

They started inviting me to their international business meetings to talk about how to negotiate, sell, lead American groups, and deal with conflict. This is pre intercultural work. They paid me reasonably well to give these talks. They said, "There's an opening in our executive development team." This would mainly be doing functional skill stuff like negotiating, selling, presenting, and setting up teams, stuff like that. They were also very big at Siemens in intercultural management.

VCP 162 | Strategic Leadership

I jumped into their executive development team as a freelance consultant and spent three years with Siemens, which did me a world of good. It's a wonderful organization. They're a worldwide first-class organization. I worked in France, the UK, and all over Germany with several thousand professionals. At that point, they offered me a full-time job. They said, "We'd like to bring you on board to run a particular program or group."

I thought, " I'm moving on. Maybe in my mid-30s, probably there's a life outside of Siemens. I need to start my own thing." That's when I founded this leadership boutique, which was about enhancing communication skills, collaboration and leadership. The first 2 or 3 years, I starved to death and as it is, one by one clients started coming in. There were some lean years after leaving Siemens and starting that business. I felt like it was something I was meant to do.

One of the things that's cool about it is that you have to look at opportunities wherever they can be and be persistent, which is an important part of that. Showing up at the consulate every day, some people would start to say like, "This is not going to pan out. I'm going to give up," but you were persistent. You saw like, "Maybe if I keep on doing this something will come up." It did and eventually, that led to something else. You start to see that the trail starts to show up and continues to expand new possibilities.

To pick up on that, that's very insightful what you say. I didn't know where I was going. I felt that there was something here for me to do but I didn't know what it was or what shape it would take. I didn't know my wife. At that point, I was like a solo guy out there trying to find out what was at the end of my universe. The only thing that I knew through most of my sports, academic career, and business is if I don't stop, I can't fail. If I fall, get pushed down, or slide down, if I get up, I can't fail.

I can take a different path. There's nothing wrong with closing a door and saying, "Go this way," but I remembered that as long as I keep getting up, going to the consulate, and talking to people something will open up. I don't know who said it but I believe that if we pursue our work intentionally and with purpose, unknown friends will seek us out. I had that written in those little day-timers that you carry around for years and years.

Pursue the work intentionally and purposefully, no matter what it is, even if it's working in a job where you don't think you belong. I stopped the football but I should've continued in my mind to be purposeful and intentional to support the starting team out there. Even if I was sitting on the bench, my ego got ahold of me in that case but I learned from it. Without that, I wouldn't be here.

I love what you said. First of all, starting with the belief that if you continue to have that intention and purpose, it will work out. You said it more eloquently than I did but there's something about it that's very powerful. A lot of people don't know or even think that about themselves or they can have that happen for themselves. That's a reminder that they needed to know. That's the price for a mission right there.

Everybody's going to find their own thing. I have a lot of friends who are still in my hometown of Iowa and they're extremely happy. This isn't saying that everybody needs to go overseas, start a business, and do their thing. It's about asking yourself, "Am I leading a life that's fulfilling? Am I happy, healthy, and helpful?" Those are my three H's. "If I'm not, am I in a group that's helping challenge me, my spending time in the library?" Even when everything's online, I still go to the library and sit there for a while or call up somebody who's seen the newspaper, who's done something extraordinary and see if you could have 15, 20 minutes with them and ask them how they got to where they are. There are a lot of things that we can do and have some self-initiative to drive that.

What is the one thing you've learned about yourself in this journey that you want to share or haven't already shared? Maybe make it more than one thing, whatever you'd like to share.

Don't seek to follow anybody. Seek to lead your own life, but seek to learn from as many people as you can.

It's three things for me. What I've learned is that I need to take care of myself. This means spiritually in my way, cognitively in my head, and also physically. The times where I wasn't feeling very successful or happy with myself where often when I let myself get in pretty bad shape, not that you have to walk around like a bodybuilder, I feel that, at least for me, my physical body and everything about that is operating better when I'm taking care of myself, not overeating. I enjoy a good life and I'm in Southern Germany. You can imagine the menu that sometimes you encounter but for the most part, my wife cooks pretty healthily.

It's taking care of yourself, not just working out but also how you talk to yourself. We don't have to beat ourselves up. Find something about yourself that you can build yourself. That's number one. Number two is I have people around me that challenge and help me learn in my private and professional life. Number three, I have a keen nose for regret. On those big forks in the road that you talked about, my nose goes to the road, up in the air and say, "If I walked down either one of these roads or there are three forks in the road, which one is most intimidating, most challenging for me and which one would I most regret if I didn't walk down?"

I can give you an example of that. Fast forward a little bit, I ended up starting my own company after Siemens and ran that for 25 years. It’s a seven-figure leadership boutique and very successful. During that time, I was starting to get pulled up into the C-suite and they were saying, "Could you work with our executive team?" They're not firing on all cylinders. I thought, "I'll take a look at them." I saw there that most of these leadership teams and I've worked with over 150 of them, don't have an external support mechanism that ensures they play at their best.

HR reaches a ceiling or a limit there. They don't go into the C-suite and maybe a couple of guys go off to business schools but they don't do it often as an intact team. I saw people who were very intelligent, ambitious, and knowledgeable people about the business but they didn't work well as a team. I got into this leadership team thing, which is what my book is about. I found a certain point a few years ago that I was struggling to do both.

I was the managing director, owner of this seven-figure company and I enjoyed that piece of work but it was a bit different, more in the talent management area. The other was more in the executive suite over here. I thought, "I could keep doing what I'm doing for another 25 years but will I regret that I haven't pursued this leadership team construct, write and talk about it and help leadership teams improve that 2% or 3%, which cascades out the whole organization."

I closed the other business and moved in the direction I'm doing. That was another example of smelling but it hasn't been an easy path. I don't want to give the impression that, "I have a new smell in the air. I'm going to shift and make pancakes like it's easy." I struggle, sweat and worry but what life's about is to have a bit of struggle in our life.

What you shared was interesting because it's often harder to make those decisions when you're coming from a place that's working. If it's working and you are making a decision, going from something good to even better then that's hard. If you're going from something that's broken entirely to something better, that's almost an easier decision path. From good to something better some people say if it's not broke, don't fix it.

We usually change because of two things. Change is only driven by two elements. One is an immense amount of pain, emotional pain that something's happened in our private life and business. We've lost our job, whatever or we have a compelling vision. Those are the two ways that we change. However, what is needed for us, privately and professionally is to learn to change when the going's good because the curve will eventually peak out. The leadership teams that I'm working with that are on top of their game are anticipating. How do we change before things flatten out? We can use that momentum of the positive change. It is possible.

In my case, the thing that made it easier for me in the beginning to pursue this rough road that I took was that I didn't have anybody depending on me. That makes it difficult. I didn't have a wife at that point that depended on me. I didn't have children at home. I was single until I was 42. I'm happily married but that allowed me to live at a very innovative level standard of living why I launched my business. It got very successful and I can make the calls that I want to make because I want to.

I have one last question for you that I ask everyone who comes to the show. What are 1 or 2 books that have had an impact on you and why?

VCP 162 | Strategic Leadership

The book that I picked up that many people read in Philosophy course or in the university that I didn't read was Ayn Rand's Fountainhead. There's a character in the book, Howard Roark, who's this architect who leads his own life. I read that book when I first came. It's about 800 pages. It inspired me. I don't agree with everything that's in the book but to lead that life. Ayn Rand's Fountainhead was big. Man's Search for Meaning by Viktor Frankl was a book I read when I was here. That's also very moving. The third one is Buddhism for Busy People by David Michie. That's also an interesting book about a business professional from London who finds his way to relaxation. Those are three. My book is good because I wrote it. I still go back to it. I don't want to do too much self-promotion here.

It's okay. I love that book too. Your book is fantastic. I love what you shared because some of them I've never heard mentioned in this space. I've heard of Fountainhead. I do remember picking it up but don't remember fully reading it.

It's going to grab you. Some days you're in the mood for pizza and other days, you want to sleep but that book Fountainhead has to call you because it's 800 pages. It's riveted in my mind.

I can't thank you enough for everything you've shared, your stories, and your insights. It's an amazing time together. I'm so grateful for you to be on the show, Dan.

Tony, thank you. I've been watching you from a distance. I love what you're doing. I love the name of your whole piece, this Virtual Campfire, your demeanor, tone, and curiosity. The guests that you've had before me are a great source of learning. I'll be digging into more issues. Thank you for your time.

Thank you so much. I'm honored. Before we let you go and enjoy the rest of your day, I want to ask how people can find out more about you?

I have a website, which is simply You'll see a lot of the things I do and how I do it there. You can find me on LinkedIn. I'm pretty active there. I've committed to working with Dr. Marshall Goldsmith to make a valuable contribution, at least every week of something that people could profit from. You're welcome to contact me through LinkedIn. I've also done during the COVID time some coaching videos, very small vignettes, which I called Norenberg's Ninety Seconds. Anonymously, I won't reveal the client and situation but I share the crux of a real challenge that a senior leader had and what we discussed to help them be more successful. Those you'll find on my YouTube channel.

Thank you. Thanks to the readers for going on the journey with us. It was an amazing time here. Go pick up Dan's book. It’s fantastic.

Thank you, Tony.

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About Dan Norenberg

VCP 162 | Strategic LeadershipAs an executive advisor, coach and consultant, he designs and deliver growth experiences for executive teams that improve leadership performance and organizational results through a transformative process called Executive Ownershift®.

From his experience, most executive teams are a collection of highly talented and experienced leaders, yet very few of these teams perform at their best.

When leadership teams don’t play at their best, it puts their entire company at risk.

His work starts with the executive leadership team because they are the moral and performance barometer for the whole company. When leaders truly want to change and improve their business, it’s important that they see themselves as the starting point for change and growth.

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