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Focus Statement: Strategic leadership, cross-functional influence, and developing future leaders.
This career band is designed for leaders who operate at a systems level—shaping direction, culture, and capability across teams, functions, or sites. For leaders who manage other people leaders and oversee a full department or business unit.
Learning in this track focuses on:
Learning in this track focuses on:
Leading through complexity, ambiguity, and competing priorities
Influencing across organizational boundaries and stakeholder groups
Building leadership capacity, succession, and long-term impact
Common STEM roles may include:
Common STEM roles may include:
Director of Engineering
Manufacturing, or R&D
Senior Manager
Plant or Site Leader
Technical Director
Functional or Department Head
Senior Program or Portfolio Leader
Nozomi Morgan
Nozomi Morgan
Crack the Code of Executive Confidence: Calm, Clarity, and Influence in an Uncertain World
Senior leaders today operate in environments defined by accelerating change, increasing visibility, and growing organizational complexity. Many were promoted because of strong competence and execution, yet few were formally prepared for the internal demands of leadership at this level.
At the senior manager level and beyond, leadership effectiveness is increasingly shaped by internal steadiness—the ability to remain composed under pressure, think clearly when information is incomplete, and guide others confidently through uncertainty.
Executive confidence is often misunderstood as charisma or certainty. In reality, it is the ability to maintain calm, clarity, and perspective when the environment around you becomes unsettled.
In this session, participants will explore how internal state directly influences leadership performance, decision quality, and executive presence. Through practical frameworks and guided reflection, participants will learn how to regulate pressure in real time, strengthen composure during high-stakes moments, and project confidence that builds trust across teams and stakeholders.
This session serves as the first step in a development pathway. Participants who choose to continue will have the opportunity to participate in two follow-up group coaching sessions, where the trainer will help participants apply these tools to real leadership situations, strengthen their ability to remain steady under pressure, and develop the confidence required to lead effectively through uncertainty.
Participants leave the session with greater awareness of how internal state influences leadership effectiveness and a practical tool they can begin using immediately to strengthen executive presence and decision-making.
Lawrence Huey
Lawrence Huey
Thank The Executive Pivot: Why Great Execution Isn’t Enough at the Senior Manager Level (and How to Bridge the Gap)
Many senior managers reach a point in their careers where strong execution is no longer the differentiator it once was. Their teams perform well, projects are delivered successfully, and they are often the leaders organizations rely on to get complex work done.
Yet despite consistent results, the transition to Director or Vice President roles can feel unclear.
The challenge is rarely capability—it is perspective. The expectations of senior leadership shift from operational execution to enterprise thinking: shaping priorities, influencing across functions, and connecting team performance to long-term organizational outcomes.
This shift requires leaders to move beyond reacting to inherited priorities and instead begin shaping strategic direction.
In this session, participants will explore the “execution trap”—a common pattern where high-performing leaders remain deeply embedded in operational excellence but struggle to reposition themselves as enterprise leaders.
Through practical frameworks and guided reflection, participants will examine how their current leadership habits either reinforce operational focus or create opportunities for broader strategic influence. They will begin identifying where to elevate their thinking, conversations, and decisions to operate more effectively at the next level of leadership.
This session serves as the first step in a development pathway. Participants who choose to continue will have the opportunity to participate in two follow-up group coaching sessions, where the trainer will help participants apply the frameworks to real organizational challenges, strengthen enterprise thinking, and practice shifting from execution leadership to strategic leadership.
Participants leave the session with a clearer understanding of the expectations of enterprise leadership, a framework for evaluating their current leadership trajectory, and practical next steps for expanding their strategic impact.
Learning Objectives
Learning Objectives
Learning Objectives: By the end of this session, participants will be able to:
Understand the relationship between internal state and leadership effectiveness
Recognize how stress, uncertainty, and pressure influence decision-making, communication, and executive presence
Understand why confidence at senior leadership levels is defined by composure and clarity rather than certainty
Develop awareness of personal leadership responses under pressure
Identify common patterns in how they respond to ambiguity, high-stakes decisions, and competing demands
Recognize how internal reactions can influence team confidence and organizational stability
Apply a practical tool to regulate pressure in real time
Learn a repeatable framework for restoring clarity and composure during demanding leadership moments
Practice using the tool to shift from reactive thinking to deliberate leadership
Strengthen executive presence during uncertainty
Understand how calm, grounded leadership builds trust and influence across teams and stakeholders
Identify one behavioral shift that can immediately strengthen executive presence
Define a practical step to strengthen leadership resilience
Select one leadership situation where greater composure and clarity will improve outcomes
Identify an intentional action to strengthen confidence and steadiness in that context
Learning Objectives
Learning Objectives
Learning Objectives: By the end of this session, participants will be able to:
Recognize the leadership shift required at the senior manager level
Understand why operational excellence alone is often insufficient for advancement to Director or VP roles
Identify the difference between functional leadership and enterprise leadership
Assess current leadership patterns and strategic contribution
Use the Executive Trajectory Map to evaluate where leadership behaviors reinforce operational execution versus enterprise direction
Identify areas where inherited habits may limit strategic visibility and influence
Connect team performance to enterprise outcomes
Examine how departmental goals and outputs can be reframed to support broader organizational priorities
Identify opportunities to position work as contributing to multi-quarter strategic impact
Create space for higher-level leadership work
Recognize patterns of “low-leverage excellence”—tasks performed well but that limit time for strategic thinking
Identify where delegation, prioritization, or reframing responsibilities can enable higher-level leadership contribution
Define a strategic leadership initiative
Draft a preliminary 90-day strategic bet that addresses a cross-functional challenge or enterprise friction point
Begin positioning leadership contributions around systems-level impact rather than operational execution
Post-Conference Coaching Sessions
Post-Conference Coaching Sessions
May 1, 2026, 9am -10am PT (11am - 12pm ET)
May 22, 2026, 9am -10am PT (11am - 12pm ET)
Participants who continue into the two follow-up group coaching sessions will have the opportunity to:
Apply the confidence and resilience framework to real leadership situations
Practice regulating pressure during complex decision-making or high-stakes conversations
Strengthen executive presence through reflection and peer feedback
Develop habits that sustain calm, clarity, and influence over time
Post-Conference Coaching Sessions
Post-Conference Coaching Sessions
May 7, 2026, 10am -11am PT (12pm - 1pm ET)
May 14, 2026, 10am -11am PT (12pm - 1pm ET)
Participants who continue into the two follow-up group coaching sessions will have the opportunity to:
Refine their Executive Trajectory Map based on real organizational dynamics
Develop and pressure-test their 90-day strategic initiative
Practice communicating enterprise-level thinking to senior stakeholders
Receive feedback and perspective from peers navigating similar leadership transitions
Nozomi Morgan's Bio
Nozomi Morgan's Bio
Nozomi Morgan is an internationally recognized global leadership expert and CEO of Michiki Morgan Worldwide, an intercultural leadership development firm specializing in building high-capacity leaders and future-ready organizations to thrive in today’s complex world.
Known for her ability to transform complexity into clarity, Nozomi partners with global executives to navigate disruption, harness collective intelligence, and lead with purpose. Her unique approach blends neuroscience, strategic leadership frameworks, and cross-cultural insights gained from decades of experience across Asia, North America, and Europe.
A sought-after speaker featured in Forbes, Bloomberg, and Japan Times, Nozomi has worked with executives from Fortune 500 companies, high-growth organizations, and global nonprofits. She is celebrated for creating powerful learning experiences where leaders not only gain new perspectives but also walk away with practical tools to drive meaningful change.
Passionate about shaping the next era of leadership, Nozomi is also the host of the Boundaryless Leadership Podcast and serves on the boards of organizations strengthening U.S.–Japan relations. Her work is guided by a simple yet powerful belief: when leaders grow, organizations transform.
Lawrence Huey's Bio
Lawrence Huey's Bio
Lawrence is a Certified Executive Coach, Leadership Consultant and Trainer with 16 years of organizational leadership experience as a startup founder, non-profit Executive Director, and Executive Coach, Lawrence has created remarkable results for teams and senior leaders from Northrop Grumman, RTX, NASA JPL, the US Department of Defense, and many more.
Lawrence was the former Communications and Leadership Subject Matter Expert at NASA Jet Propulsion Laboratories, training staff instructors in Pasadena, CA.
Lawrence and his wife Sharon, along with their 4 kids, reside in Culver City, CA where it is always 70's with a light breeze.
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