Andrea Mignolo

League II

Vanguard III

Vanguard 1

Vanguard II

League I

League III

League IV

Seven Tuesdays, from 9 - 11am Pacific time

League VI

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Seven Mondays, from 9 - 11am Pacific time

League V

League VII

Cohort 1

League VIII

Cohort 2

Learn the basics of the Lead With Clarity framework and reflect on how the four roles—leading, directing, managing, and coaching show up in your own leadership practice.

Lead With Clarity Workbook


What does it take to add coaching to your leadership practice? This small eBook covers the eight essential competencies that help leaders create deeper trust, stronger collaboration, and better results.

How Great Leaders Coach


From unconscious habit to conscious choice across four leadership modes.

Executive and Team Coach

Executive coach, MBA, PCC. Two decades leading teams and developing leaders.

Leadership Fluency: Four Distinct Roles, One Leadership Practice

Product Design Director

Director of Product Design

Design and Strategy

Product Design Manager

For leaders navigating the human side of organizations—master direct conversations and develop others without burning out.


Executive coach. 15+ years of leadership experience. MBA, PCC.

Leader As Coach

Sr Product & Delivery Manager

Chief Technology Officer

Senior Product Designer

Data Lead

Understand the full scope of your leadership role and where to focus your time and energy to be most effective.

You know you need to lead—set vision, drive outcomes, build systems, develop people. But when you try to hold all of this at once, it blurs together. You're unclear about where your time actually goes versus where it should go.This workshop brings clarity to your leadership role by giving you a framework for mapping your entire leadership landscape. You'll articulate your purpose and vision, identify the outcomes you're driving and the people you're developing, and see how your activities distribute across four distinct modes: leading (sharing vision with people), directing (connecting vision to outcomes), managing (structuring work), and coaching (developing capacity).Through guided solo work and structured reflection, you'll create a complete map of your leadership practice—an honest assessment of where your time and energy currently go. You'll identify gaps, recognize patterns, and understand what needs to shift. You'll leave with clarity on what your work actually requires and how to accomplish it across these four overlapping roles.

Know what grounds your leadership practice

See where your time and energy actually go

Distinguish between four types of leadership work

Recognize what's missing in your leadership practice

Make conscious choices about where to focus

Understand what needs to shift

The workshop maps your current leadership practice. You need active leadership responsibilities to gain the clarity this framework provides.

Currently in a leadership role (managing people, projects, or initiatives)

The Newly Promoted Leader Congrats on the new role! But now you aren't sure what leadership is beyond more meetings and decisions to make.

The Juggling Executive You manage strategy, ops, and people but can't see how it fits together or where to focus your time most effectively.

The Single-Mode Leader You rely on one leadership approach regardless of what's needed. It works sometimes but you're hitting clear limits.

You care deeply about your team. You want them to grow, to step up, to take ownership. But right now, it feels like you’re doing too much of the heavy lifting. You’re solving their problems, jumping in to fix things, working late to pick up the slack. And despite all your effort, people aren’t developing the way you hoped they would.You might also notice that you leave 1:1s drained of energy, important conversations keep getting pushed back, and your team tends to seek answers and permission more often than discovering their own.The thing with people is that they can't really be managed. Not like a business can be. People long to find meaning and ownership in their work, to stretch into new challenges, and to feel the satisfaction of a job well done. What is missing in your leadership practice is the developmental approach that coaching brings. This allows you to build the capacity of others to solve problems, develop their thinking, create conditions for growth, and have conversations that transform, while simultaneously creating more time and energy for yourself.Scholarships and non-profit rates are available, simply mention your interest in the application form.

Better Conversations, More Energy


Establish a mindful, empowering "coaching presence"

Discern when coaching is the right leadership approach

Utilize awareness and receptive listening to spur self-discovery

Ask powerful questions that shift mindsets and behaviors

Observe effectively and share feedback that sticks

Move through coherent coaching conversations with structure

Managers looking to integrate coaching agility into their leadership practice.

Executives who want to build strong relationships and trust through powerful conversations.

Leaders (whether you have positional power or not) who want to have better, more direct conversations at work.

Lead With Clarity

Learn how leading, directing, managing, and coaching are distinct practices that serve different purposes in your role.

Understand the four essential leadership modes

Plot your current leadership activities across the four quadrants to see patterns in where you spend your time.

Map where your time and energy actually go

Recognize which modes you rely on and which you avoid, giving you clarity on where you might need to expand.

Identify gaps in your leadership practice

From Conflict to Connection: Feedback that Matters

Reframe feedback as collaborative exploration where both perspectives matter, not a contest over who holds the truth.

Shift from "Being Right" to Learning Together

Use centering, breathwork, and SCARF to create safety so both people stay open rather than defensive during feedback.

Regulate Your Nervous System to Keep Feedback Productive

Distinguish data from interpretation, then blend telling what you see with asking about their experience authentically.

Learn directly from Andrea Mignolo

Andrea Mignolo

About Andrea

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