To lead requires the capacity to manage stress and exercise good judgment. Our team assists executives with both sides of this "same coin"; maximizing stress management and good judgment. Organizations often worry about the stress of their senior leaders, and also how they are making decisions. Activity is put forth in place of productivity. This happens, and is made worse by multi-tasking: not being able to focus on the essence of the most important problems. Being able to focus, to unitask on strategy, team meetings, board presentations and performance feedback conversations is essential for leaders to make their organization perform and avoid putting the organization at risk.For the CEO, Boards of Directors and senior executive teams, we drive the interpersonal power that comes from being aware of one's leadership impact to support the execution of strategy. To be too arrogant is to drive one's power beyond it's capacity, to be too restrained is like driving with the parking brake on. In advising our clients, leaders gain confidence wielding power. This requires the leader addresses conflict and processes that avoid work. These conflicts may arise inside the team or the leader himself. Building on our legacy of addressing issues of stress, prejudice and resistance to change, new thinking is being developed in collaboration with partners around executive presence and interpersonal alignment. Specifically we are uncovering the critical neuro-scientific, psychological and biographical factors that tie to trust, motivation and commitment. See our history here: http://www.morrisonltd.com/about/index.shtml