Eric specializes in large-scale systems change and leadership development. He is particularly passionate about developing leaders to advance systemic change in energy, climate change and sustainability. His recent work draws on the Adaptive Leadership framework developed by Harvard faculty Drs. Ron Heifetz and Marty Linsky. He helped establish the New York office of their leadership consulting firm, Cambridge Leadership Associates.
Clients and keynote speeches include: US Business Council for Sustainable Development, Clinton Global Initiative, Google, Microsoft, Verizon, The Acumen Fund, The Hunger Project, Living Cities, U.S. Health and Human Services, United Nations, PURC/World Bank International Training Program on Utility Regulation and Strategy, Harvard Medical School and Harvard Kennedy School. Eric has delivered executive education at Cornell University, New York University, and a longitudinal leadership program for senior government executives in Abu Dhabi.
Previously, he served in a governmental liaison capacity in Japan and in various strategic roles at The Synergos Institute, a Rockefeller-affiliated international development organization.
The CLA logo honors the challenge that exercising true leadership entails.
The large dot in the center represents an opportunity for change, what we call an adaptive challenge. It is surrounded by the individuals and coalitions, represented by the small purple dots, which have a stake in tackling—or avoiding—the problem you face.
Individuals representing divergent views, yet actively engaged in working on the challenge “in the room,” are depicted in the inner circle. These outside dots represent constituents and their specific loyalties, values, and losses that will be affected when a progress is taken toward an adaptive challenge. These outside forces, are what those are “inside the room” represent and are managing and whether aware of them or not, the invested constituents can derail a solution.
The leadership opportunity lies in recognizing these competing commitments and helping the various members work through their articulation and potential losses. This adaptive stakeholder analysis needs to involve those both inside and outside the room. Acknowledging what might be lost or may have to be given up to make progress is critical. Without this first step, the loyalties and values to those outside responsibilities can make the Adaptive Challenge intractable.
By understanding the key factions around an Adaptive Challenge, you are more likely to develop strategies for recruiting allies, working with the opposition, and preparing for the casualties of the process. The diagnostic work is to observe the system by seeing the multiple relationships to the issue.
CLA engagements are only delivered by master practitioners.