TPS Consulting Ltd.

06/03/2025

I continue to be struck by how positional power is misused—particularly by those in very senior roles. Whether it's due to a lack of awareness, reactive behavior driven, or self-serving motives, the impact on individuals and teams is significant.

Having both worked with and coached professionals affected by these dynamics, I’ve seen firsthand how misused power can erode trust, psychological safety, the ability to have courageous conversations and ultimately team performance. It’s genuinely heartbreaking to witness how deeply this can affect people and organizational culture.

As I deepen my own learning around power through Diamond Leadership, I’m gaining valuable language and frameworks to better understand these behaviors and their ripple effects. I’m especially drawn to leaders who are open to exploring the unintended impacts of their actions—those are the people I most want to collaborate with.

Research shows that as positional power increases, our willingness to listen often decreases, and those around us may hesitate to offer honest feedback. Additionally, increased power correlates with a decline in empathy—making self-awareness all the more critical.

If you're in a leadership role and curious about how to use your power more consciously and constructively, I’d love to connect and have a conversation.

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05/30/2025

What’s an Environmental Scan?

It’s the term I use to describe a thoughtful and confidential process of understanding what’s really happening within an organization or department. Through interviews and focus groups, I gather honest feedback from employees about their experiences—covering areas such as organizational culture, team dynamics, leadership behaviours, and overall impact.

The result? A thematic report outlining key Findings—both strengths and opportunities—as well as tailored Recommendations to support a high-performing, adaptive culture.

Having a third party conduct these conversations creates the safety needed for people to speak candidly. Often, a separate section is included for Leadership Findings & Recommendations, ensuring confidentiality and constructive focus for leaders.

In one recent engagement, the organization brought all participants together to hear the results and walk through the action plan they committed to implementing. In another, each leader publicly acknowledged the feedback, took accountability, and shared their commitments to their teams and the organization’s goals.

This work requires care, clarity, and courage. I deeply value the clients who are willing to "lift up the rug"—to look honestly at what’s happening and take meaningful steps forward.

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12/02/2024

During a Leadership 360 debrief with a client, we explored their feedback results, which highlighted lower ratings in Relating (fostering team connections, mentoring, and demonstrating care) and higher ratings in Distance (ideally, a lower rating in this domain is preferred).

As we delved deeper, it became clear that their tendency to withdraw and protect themselves - a behavior rooted in early life experiences - was contributing to these patterns. This insight sparked a meaningful discussion about how these behaviors are impacting their ability to lead with authenticity and vulnerability in the present.

The client has chosen to embrace Brené Brown’s principles from The Power of Vulnerability TED Talk and will be focusing on integrating greater authenticity, connection and vulnerability as a leader.

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11/26/2024

Had an insightful moment with a coaching client recently. When discussing how they’re navigating the challenge of a CEO who hasn’t fostered psychological safety within their Executive team, they shared this:

"I’ve been applying the advice you gave me: ‘Why would I expect anything differently from my CEO’s behavior?’ That mindset shift has been a game-changer. It’s helped me manage my composure and prepare for what I'll face in advance. It’s been incredibly impactful."

A reminder of how a shift in perspective can empower us particularly when faced with power dynamics and thwarted intentions causing frustrations.

safety

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11/18/2024

It's incredibly rewarding to hear that the work we do has a tangible impact on clients' decision-making.

Recently, a client shared the following feedback:

"Erica, I am so pleased with the work you've done with us. The conversation you facilitated with our leadership team had a direct influence on some of our key decisions the following day. The participants were engaged and enthusiastic throughout the process, and I’m excited to keep this momentum going."

This kind of feedback reinforces the importance of thoughtful dialogue and strategic collaboration in driving meaningful outcomes for organizations.

Looking forward to continuing to support leaders in shaping impactful decisions!

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10/29/2024

Last week was incredibly rewarding. Over the past six years, I’ve collaborated with an executive team to build a strong foundation of trust and collaboration, paving the way for our recent session.

We spent five weeks co-designing the agenda with a diverse subset of the participants, ensuring alignment and shared ownership from the outset.

This approach set the stage for a gathering of 60 senior leaders, including the executive team and their direct reports.

Our theme was positive deviance, which allowed us to highlight strengths and successes in an organization that could easily focus on challenges.

The day was structured around stories and discussions, featuring leaders who shared their experiences in driving significant change.

Key highlights included:

- A clear vision

- Clearly defined roles and accountabilities

- Visible active sponsorship

- Engaged leadership - from the front, middle and back

- Learning organization - growth mindset, debriefs

- Cross-organizational partnerships

- Clearly stated expectations and non-negotiables

- Governance

In my experience, while effective facilitation is crucial, the design phase truly drives alignment and clarity.

As Abraham Lincoln said, "Give me six hours to chop down a tree, and I will spend the first four sharpening the ax."

10/20/2024

Last week, I led a half-day session with 30 directors and managers, where a recurring theme emerged: a victim mindset rooted in fixed thinking. When discussions shifted to “they should...” regarding senior leadership's decision making, it reinforced a cycle of frustration that stifles growth.

I challenged the group to adopt a growth mindset, recognizing their ability to influence despite the challenges they were facing. I emphasized their power as “Middles”—integrators who can drive progress across the organization. (Barry Oshre's work)

By the end, participants felt empowered and inspired to take action.

If you find yourself in that victim mindset, acknowledge it, but then rise up and be bold. You can make a positive impact, regardless of your title or role.

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10/07/2024

Power of 360s - Transforming Leadership Through Feedback

I had the opportunity to engage with an executive team, starting with a Leadership 360 assessment to gather valuable feedback on each member's leadership style. This process revealed significant discrepancies for one leader, particularly in the feedback he received from the CEO.

While initially challenging, this feedback sparked essential conversations with the CEO about perceived leadership gaps.

Over six months, with targeted coaching, an action plan we created and clear expectations and support from the CEO, this leader evolved into a high-performing “superstar,” as the CEO put it most recently.

The leader has since been promoted and is more engaged and confident.

If you're interested in learning more about the Leadership Circle 360 assessment, you can contact me.

09/16/2024

Here is an example of a coaching engagement in 2024: A Personal and Leadership Transformation Story

I recently applied Alex Wray’s Mindshift Program, based on Robert Kegan’s Immunity to Change, with a coaching client, and the results have been remarkable.

The real power of this process is in the work the client does between sessions and, her commitment to doing the “homework” is what made the difference to her growth and development.

Over time, her limiting beliefs became crystal clear and new insights began to emerge for her that she had not noticed before. She even mentioned hearing things during our sessions that other coaches had said—but this time, they truly resonated.

Eight months in, she’s less self-critical, more self-validating and self-assured and is actively challenging her inner critic. Plus, her time management has also significantly improved. Being a part of her transformation has been incredibly rewarding!

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09/16/2024

Best feedback to receive!!

“Erica, we really appreciate you and the space you provide and give so that we can share and challenge each other, and really give us time to envision.

(And you also provide a day that’s not “long and boring!”)

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09/08/2024

Brene Brown in "Dare to Lead" refers to:

A rumble which is a discussion, conversation, or meeting defined by a commitment to lean into vulnerability, to stay curious and generous, to stick with the messy middle of problem identification and solving, to take a break and circle back when necessary, to be fearless in owning our parts, and, to listen with the same passion with which we want to be heard.”

I just completed 1.5 days facilitating difficult conversations with a group of very senior leaders from across our province of BC.

I was so impressed with how they stepped in to clean up some long drawn out issues, heal wounds and demonstrate vulnerability and accountability of what occurred.

We concluded with two things;

Sharing what "Having my back means"....where each person identified what this looks like for them.

And

I selected someone for each person and they wrote what they appreciated about how that individual showed up and contributed over our two days.

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09/04/2024

Today kicked off with a Leadership 360 debrief with a client. This one tested me!.

The client received difficult feedback which differed significantly in terms of how they viewed themselves. Initially the individual was aggressive and defensive.

In the past I would have done everything to make them feel better and make it as my issue.

This time I did not. I stated : "I'm going to share what I'm noticing. I am experiencing you as defensive regarding these results and I get that this is difficult feedback to receive. And, to be honest I'm not sure how this conversation is going to go here...." and as we delved a bit deeper once they were able to recognize their resistance and see me as an ally to support them, they were able to be more curious about the feedback and we concluded with an action plan to improve their leadership. A few aha moments occurred.

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