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Newberry Solutions

Name: Newberry Solutions
Address: 14902 Preston Road Suite 404/118, Dallas, TX, 75254, US
Telephone: (713) 822-3032

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Newberry Solutions

We enable and drive sustainable high performance. Visit www.newberrysolutions.com. Need something affordable and scalable? I would love to hear from you.

At Newberry Solutions, we enable and drive sustainable high performance by:
• Increasing readiness for bigger roles
• Retaining and developing critical talent, especially women
• Onboarding executives to accelerate integration and impact
• Strengthening cross-functional collaboration for strategic advantage
• Providing affordable, scalable learning solutions

We achieve these results through:
•

Executive and leadership coaching (over 75% of the leaders we coach get promoted)
• New Lens®, our leadership development platform
• Leadership development programs
• Speaking & workshops
• Leadership Breakthrough Sessions℠

We work with incredible companies that invest in developing top talent, including AT&T, Deloitte, McKesson, PepsiCo and Kraft Heinz as well as mid-market companies. As a former “Big 4” consultant, Master Certified Coach, speaker and author with 25+ years of experience, I (and my entire team) understand the challenges that organizations and leaders face in fast-paced, dynamic environments. Our award-winning New Lens® platform develops sustainable high performance through micro learning in the flow of work, personalized action plans, and three types of coaching. It is not your everyday leadership development platform. Schedule a demo at www.newlensleadership.com. Tap into our resources and insights
• Our latest white paper: "How Should Technology Fit Into Leadership Development?," at https://www.newberrysolutions.com/how-should-technology-fit-into-leadership-development.
• Our leadership insights on Forbes (https://bit.ly/3dvWtsI), and Fast Company. Reach me at [email protected].

09/01/2026

📣Exciting news to share! I’ll be the kickoff speaker at Celebrate Coaching 2026, presented by the North Texas Charter Chapter of the International Coaching Foundation (ICF).

What to expect:

We’ll be exploring how coaching sparks momentum and how any one of us can help create it. I’m looking forward to hearing from my fellow speakers: Chad Houser of Café Momentum and Dr. Jinneh Dyson of The ThinkUP Group. You can also take advantage of networking opportunities.🤝

This event is for:
✅ Professional and aspiring coaches
✅ Internal coaches
✅ HR and talent leaders
✅ Organizational leaders
✅ Business professionals
✅ Anyone passionate about helping people and organizations thrive

How to attend:
⬇️ Follow the link in the comments to register by Friday, September 4 for special “Get In Motion” pricing.

Date & location:
🗓️ 8:30 a.m.– noon Friday, October 9
📍Las Colinas Country Club
4400 N. O’Connor Rd
Irving, TX 75062

As a former board member and past president of the ICF North Texas Chapter, I can tell you that this is an amazing community to learn from. Hope to see you on October 9!

08/26/2026

I probably don't have to tell you this, but the job of leadership gets more complex every day. Industries are consolidating. AI is changing how work gets done. And teams need to be able to navigate these changes while continuing to deliver.

On top of that, executives are being asked to think further ahead than ever, often with less bandwidth to do it. It demands strategic thinking.

When everything feels urgent, strategy is one of the first things to go. The calendar fills with immediate needs, and the harder, more important questions get pushed to "later."

But protecting time and attention for strategic work is one of the most important things a leader can do, for their organizations and their own well-being.

This is exactly what I'll be talking about today when I give a keynote in New York to a room full of retina practice CEOs. Their world is a sharp example of the bigger pattern: consolidation redrawing the map, AI reshaping the work, and the CEO role changing underneath them in real time. But the questions we'll be working through belong to any leader navigating a season of change.

This is the work I love doing with executives, helping them lead through change without losing themselves in it, and building the habits and support that keep them steady when the ground keeps moving.

If you're leading through a season of change right now, what's one thing that's helped you protect time for the work that matters most?

08/25/2026

Think back to a time you got bad news at work and it landed badly. The news was hard enough on its own. How it got delivered made it worse.

Most of us have a story like that. And most of us have been on the other side too, — delivering news we knew someone didn't want to hear and not always getting it right.

Having coached leaders through these moments, I have seen the same few mistakes:

Letting your own feelings run the conversation. When you're anxious, it shows. When you're frustrated, the message comes out more negative than it needs to be. Some leaders overcorrect and dress up bad news as good news, which nobody believes.

Rushing past the impact. Jumping to the silver lining before the other person has had a second to absorb what you said. It signals that their reaction doesn't really matter.

Sending mixed signals. The words say one thing, but a hesitant voice or an uneasy facial expression says another. People will believe your body language and tone every time.

Distancing yourself from the decision. "They decided," instead of owning your part in it. It feels safer in the moment and quietly costs you trust later.

What's the most common mistake you've seen a leader make when they have to share hard news? Or the experience that stuck with you as the person on the receiving end?

Delivering tough messages effectively is one of the most underrated leadership skills there is. It's also one of the things we work on with leaders all the time, to turn it into a more positive and impactful experience for both parties.

08/18/2026

Have you ever brought an idea to someone and known, before you’d even finished speaking, exactly how they were going to shoot it down?

Some people become known for that, and I’ve seen it up close in my coaching work. Ask them anything and the first thing out of their mouth is why it can’t happen: The budget won’t allow it. That’s not how we do things. We have tried that before.

Over time, people simply stop bringing them things and start to work around them.

This highlights one of the key differences between being a gatekeeper and a thought partner.

The gatekeeper’s instinct is to protect the line: Here’s what you can't do.

The thought partner starts somewhere else: Here’s what would have to happen for this to work.

Same constraints, same hard numbers, a completely different conversation.

This shows up most in the roles built to minimize risk: finance, legal, compliance. If part of your job is to say no, it’s easy to let no become your typical posture. But the leaders who build real influence are the ones who can hold the line and still help people find a way through. They stay focused on the desired outcomes, not just the risk.

When someone brings you an idea, what would they expect to hear from you? And is that the reputation you actually want to have?

Having people think through how they want to show up is some of the most impactful work I get to do with leaders. Being the person who says no is easy. Being the person people want to have in the room is the harder, more valuable thing.

08/14/2026

I've been thinking about the list from McKinsey & Company list I shared earlier this week — the one explaining the five skills early-career professionals need to stand out:

1. Problem solving
2. Communication
3. Relationship building
4. Adaptability
5. Prioritization

After I posted this list, I realized that these five skills matter at every career stage. But the order of importance changes as you move up.

Early on, your job is about what you can get done: how you contribute, how you communicate, how you solve the problem in front of you.

The higher you go, the more the work changes shape. Now you're solving problems with and through other people. What moves the needle is focusing on the right things, staying flexible when priorities change, and building the relationships that let you get things done.

So for leaders further along in their careers, I'd flip the list closer to this:

1. Prioritization
2. Adaptability
3. Relationship building
4. Communication
5. Problem solving

Same five skills. Different order of importance.

It's part of why we built New Lens to grow with people at every stage — because the skills that help you stand out early aren't quite the ones that carry you once you're leading others.

If you've got a few chapters behind you in career, which skills helped you advance? And which ones are most important now?

As I get ready to speak at an IPN event for midcareer professionals in a couple of days, this topic is certainly top of mind.

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08/11/2026

McKinsey just named the top five skills early-career professionals need to stand out in a new job. Pass this along to a recent grad in your life, because I think the list is right on the money:

1. Problem solving
2. Communication
3. Relationship building
4. Adaptability
5. Prioritization

What strikes me is that none of these skills are technical. These are the richly human capabilities that are becoming even more important as AI reshapes how we work. Focusing on them early gives new hires a head start on their journey to leadership. That's a big reason we built these capabilities into our New Lens® platform: to put this kind of development in front of more people, earlier, rather than saving it for those already at the top.

The full article is in the comments. I'd love to hear from you: Which of these five skills do you think is most important for early-career professionals?

08/06/2026

There's a scorecard you're being measured against right now that no one ever handed you.

Your formal review has its standard categories. But the evaluation that actually shapes your career happens in smaller, unspoken moments. Whether people trust your judgment when the stakes are high. Whether your boss would put you in front of the board without thinking twice. Whether your name comes up on its own when there's a stretch assignment to give out.

The tricky part is that we tend to judge ourselves by our intentions, while everyone else judges us by our actions (what they actually see). You know you went quiet because you were heads-down on a hard problem and wanted to be thorough. They saw you disappear for two weeks. They wondered whether you understood the urgency of the situation. Good intent, very different read.

I spend a lot of time helping leaders close that gap, because most have never stopped to ask the question directly: What am I really being graded on here, and by whom? The ones who figure it out early tend to be the ones who advance faster.

08/04/2026

Two CFOs can look at the exact same numbers. One walks into the board meeting and reports what happened. The other frames what it means, what’s coming, and what the board should do about it.

The second one is the leader people remember.

Today I'm speaking with a group of CFOs in Chicago about that shifting to a more strategic role. It comes down to how you prepare for a board meeting, how you deliver bad news without losing the room, and how you drive impact in areas you don't actually own. A CFO doesn't run operations. The strong ones shape those decisions anyway, by coming to the conversation curious before analytical, and by leading with the story rather than the constraint.

And this goes well beyond finance. Whatever function you lead, people are quietly grading you on the same things. Are you reporting what happened, or framing the narrative? Are you the gatekeeper who says what can't be done, or the thought partner who shows how to manage through it? Have you moved past technical excellence into the work that actually moves the business?

That's where so much leadership growth happens, and it's a lot of what we do with executives and their teams: helping them stop working in the weeds and start operating at the level their role actually calls for.

Have you ever worked with someone who was remarkably good at keeping their focus on strategic issues, even under pressure? What did they do differently?

07/28/2026

Eighteen years ago, I launched Newberry Solutions with a deep belief that developing leaders — especially women — was work worth doing.

Not long after that, the recession of 2008 hit. And it seems like the only constant since then has been more change.

I've learned something from being in this work through all of it: Leadership development matters most precisely when everything feels uncertain. That's when people need to step into who they really are — and organizations need leaders who can carry others through.

To the companies who have trusted us across multiple chapters and changing conditions — AT&T, PepsiCo, McKesson, ConocoPhillips, Kraft Heinz — thank you. Long-term partnerships like these are what I'm most proud of.

We've been at this for a long time. We've navigated a lot. And we're grateful for every leader and organization that's been part of the journey.

07/23/2026

Managers, is your team busy right now? Are you sure? The Business Journals recently wrote about a survey (link in comments⬇️) in which two-thirds of respondents said they fake being busy after their actual work is done.

Of course, this is bad for business. But it’s also bad for employees, especially women, who report more burnout, worry and guilt over fake productivity than men do.

Why is this happening? Survey respondents blame managers and workplace cultures that reward presence instead of genuine productivity. I believe this is directly related to the rise of “accidental managers,” who enter the profession without formal management or leadership training. They’re trying to figure out so much on their own, under pressure. And monitoring whether people look busy is a lot easier than discerning whether they’re really moving the needle on what matters.

This is all another reason why PURPOSE is one of the key pillars I emphasize in my work. Know the unique skills and abilities that allow you to create results and prioritize them in your schedule. Then do the same for your team members.

This is what I’m seeing. How about you? Have the ways your organization measures productivity—and develops leaders—kept up with the fast-changing business environment? We’re helping top organizations grow and evolve so that they can thrive even amid disruption. And we can do the same for yours. Let’s talk.📥

Address

14902 Preston Road Suite 404/118
Dallas, TX
75254

Opening Hours

Monday	9am - 5pm
Tuesday	9am - 5pm
Wednesday	9am - 5pm
Thursday	9am - 5pm
Friday	9am - 5pm

Telephone

(713) 822-3032

Website

http://www.newberrysolutions.com/, https://www.newberrysolutions.com/managers-under-pressure

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