Jeff Goding
For over 30 years, I've worked at the intersection of strategy, operations, and leadership development — and I've spent the past thirteen years focused on a problem most leadership development doesn't solve well: how to lead at a high level without paying for it with your health, your relationships, or your sense of purpose.
My interest in how to live and lead wisely goes back further than my business career. As an undergraduate at Tufts, I led seminar sections in Philosophy of Religion — an early expression of a lifelong curiosity about thought systems and the inner dimensions of human experience that eventually drew me toward contemplative practice and, ultimately, toward this work.
Earlier in my career, as Managing Director and CEO of the firm that originated business process reengineering and business process management, I helped leaders at Shell, Samsung, Cargill, Caterpillar, Fidelity Investments, Siemens, and others create billions in measurable business results by systematically redesigning how their organizations operated.
Along the way, I witnessed something that troubled me: despite their professional success, too many of these leaders were burning out. They had built strong organizational systems. They had not built strong personal ones.
I eventually hit my own wall. And when I looked for leadership development that combined the rigor of systems thinking and habit formation science with the self-awareness, self-regulation, and ethical grounding that mindfulness and related inner development practices cultivate, I couldn't find it.
So I built it myself — and the results were significant enough that I began sharing the approach with others. What began as a personal experiment became more than a decade of teaching.
Thirteen years of teaching.
More than 1,500 leaders.
For thirteen years, I have developed and taught these practices to more than 1,500 leaders at Harvard Business School Executive Education — including the General Management Program and Advanced Management Program — Harvard University, John Hancock Financial Services, Lawrence General Hospital, and leading organizations around the world — consistently earning 4.8+ out of 5 ratings.
Consistent rating across more than 1,500 leaders at Harvard, John Hancock, Lawrence General Hospital, and other global organizations over thirteen years of teaching.
What that work confirmed: when leaders systematically redesign how they operate — in how they manage their energy, make decisions, lead others, and navigate complex organizations — the false choice between performance and well-being disappears.
Today I bring this work to organizations as customized leadership development programs, and to individual leaders through one-on-one coaching.
Plus many additional organizations across healthcare, financial services, global enterprise, and government.
"The course resonated with me deeply. I will practice these lessons for the rest of my life."
"This course helped me PRACTICE high net impact leadership in everyday actions and interactions - game changer!"
"We greatly appreciated Jeff’s input and advice for our organizational crisis. He provided us with a unique, external perspective that gave us incredible, actionable insights we hadn’t considered."
"Jeff provided us with invaluable insights that we are still benefiting from today, years after his leadership program!"