Lapin International

Lapin International Lapin International distinguishes companies by the culture they build, the leadership mastery they d

Lapin International is a results-focused consulting and leadership development firm that distinguishes its clients from their competitors by turning their corporate character into their most powerful strategic and operational advantage. We grow companies by developing agile leaders, impactful innovation, aligned teams and robust cultures to deliver unparalleled results. We accomplish this through insightful research, intellectually challenging, outcome-focused workshops and transformational individual coaching.

09/10/2026

Authenticity trumps perfection.

Leaders often strive to be perfect, but David Lapin argues that authenticity trumps perfection. Because you do not need to be perfect, but you do need to be authentic. Our flaws are what make us interesting, different, rare, and in some cases, what allows us to make deep connections with others.

Value doesn’t come from imitating other valuable people, but instead, from being self-authored and unique.

In 2017, Kirk Simpson was recognized as a “top-rated CEO”. The combination of Kirk’s stellar leadership skills and Wave’...
09/08/2026

In 2017, Kirk Simpson was recognized as a “top-rated CEO”. The combination of Kirk’s stellar leadership skills and Wave’s impressive performance led to Wave being ranked #6 on Great Place to Work Canada in the 100-999 employees category as well as listed as a Great Place to Work for Technology, Women, Millennials, and Inclusion—three years in a row. Kirk attributes part of this success to his working relationship with his coach, David Lapin.

As a result of their success, Wave caught the attention of financial giant H&R Block in early 2019, and was acquired for $405 million USD. Prior to entering the acquisition, Wave and H&R Block agreed that Wave will remain committed to their purpose and values, allowing Wave to retain their innovative culture and continue their great work serving their customers.

During this acquisition process, Kirk turned to David for continued guidance and coaching to ensure he was making the right decisions along the way.

Wave is an incredible success story of the power of a company that successfully aligns its purpose, strategy, values, and culture to deliver unique value to its customer. Lapin is proud to participate in this incredible journey of success through providing invaluable support, guidance, and direction to the CEO and leadership throughout the last three years of their transformational journey.

Visit our website to read the full case study.

At Lapin International, this is the question we sit with alongside every leadership team we partner with. We find that a...
09/02/2026

At Lapin International, this is the question we sit with alongside every leadership team we partner with. We find that anchoring a company’s culture in never-changing universal truths doesn’t slow the organization down; on the contrary, it accelerates its growth. It creates a baseline of trust and psychological safety that allows strategy to be executed with fluidity.

When fewer than 1 in 4 employees trust leadership, it becomes impossible to engage them in strategy, change, or operatio...
08/28/2026

When fewer than 1 in 4 employees trust leadership, it becomes impossible to engage them in strategy, change, or operational goals. We have passed this inflection point.

Low trust doesn’t just feel bad - it has real costs: higher turnover, poor performance, and deep disengagement. Mistrust undermines leadership excellence. It toxifies cultures, inhibits innovation, and hemorrhages value. So, organizations are doubling down on trust. Many companies have started mandating “trust training courses” and printing trust slogans on T-shirts and posters. Leaders we've worked with acknowledge that these efforts are more for show, and are not showing results. Trust still feels tenuous - like something being promoted but not practiced.

Trust is like good glass - when it is effective, it shouldn’t be noticed and certainly not spoken about. If a couple often needs to speak about trust, they have lost it. If they need to remind themselves and each other to build trust, their relationship is on the rocks. The same applies to corporate cultures: if you need to have “trust workshops” or emblazon trust on T-shirts, trust has long been lost—and slogans and workshops won’t bring it back.

So how do you build and reinforce organizational trust? The most important step is to recognize that trust is an outcome of other qualities, not an input of behavior. When leaders are trusting and trustworthy, trust ensues. Trust cannot be mandated; it grows organically.

08/25/2026

Leadership is fundamentally the art of influencing others' thoughts, attitudes, choices, and behaviors.

At some point in our lives, we all engage in sales in some form or another, giving us the opportunity to influence others. Influence is leadership.

David Lapin explains how anyone in sales is actually in a leadership role. Expanding on that idea, he shares his thoughts on the progression from simply being a 'salesperson' to becoming a partner in success, and how that transformation requires growth in character and stature.

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Lead by GreatnessLapin’s proven, transformational leadership development initiative is designed to deliver on your compa...
08/20/2026

Lead by Greatness

Lapin’s proven, transformational leadership development initiative is designed to deliver on your company’s specific strategic objectives and elevate your success.

Based on David Lapin’s Lead by Greatness® philosophy, the program is premised on the foundation that the only way to elicit changed behaviors and attitudes from others is to know what behavioral levers in yourself need to be transformed in order to gain the desired outcomes around you.

Learn more on our website.

Why do most transformation efforts not yield their intended results? It's because organizations fail to transform the wa...
08/17/2026

Why do most transformation efforts not yield their intended results? It's because organizations fail to transform the way they think. This transformation in thinking results from discovering and articulating The Three Lenses: Ideological, Relational, Structural.

The successful transformation of an organization involves deep changes in thinking and shifting of mindsets (ideological); it requires inspiration from the leaders charged with change (relational); and it entails changing structures and processes (structural).

Strong leadership depends on seeing the full picture, not just one part of it.

If you recognize the need for your organization to transform, or if you are tasked with leading this transformative change, consider The Three Lenses, as they help leaders diagnose challenges more accurately and avoid oversimplifying complex problems.

When Kurus Elavia says “people are my most valuable assets,” he really means it. Kurus transformed his organization, Gat...
08/14/2026

When Kurus Elavia says “people are my most valuable assets,” he really means it. Kurus transformed his organization, Gateway Group One, into one of America’s fastest growing private companies.

Drawing inspiration from his childhood in India, where he witnessed priests caring for their poor congregants, he gained an understanding for how simple acts of service elevate people, which led him to prioritize making both customers and employees feel valued. This mantra sets him apart and he attributes much of his success to this mindset - a commitment to never laying off an employee, opting instead for retraining and reassignment. “Letting people go is like taking the wheels off a sports car to save money,” he said.

The common saying that “people are our most valuable assets” oversimplifies the true nature of human contribution and sets leadership up for failure. Humans are not assets waiting to be managed; humans manage assets and make them productive.

So, without an innate power of discernment, how are we to distinguish between the true and the fake? Christopher Mims, a...
08/12/2026

So, without an innate power of discernment, how are we to distinguish between the true and the fake?

Christopher Mims, author of How to AI, suggests that “we are now forced to question everything that we are exposed to in any medium, from our immediate communities to the geopolitical.” This requires higher standards of critical thinking than students are being taught in even some of the best of America’s educational institutions. This is where business and leadership development enter the picture: if schools and universities are not providing students with the tools for critical thinking, it is vital that business does. This is especially true for future leaders.

Developing critical thinking is an ongoing process that requires skills acquisition, training, practice, and reflection. Incorporating these strategies into your company’s leadership development programs and encouraging a culture of critical thinking, can help rebuild your leadership discernment capacities so crucial to navigating the confusing times in which we lead and live.

To sustain organizational transformation, asking the “why” question is more crucial than the “how”. It's the question th...
08/10/2026

To sustain organizational transformation, asking the “why” question is more crucial than the “how”. It's the question that makes the true transformation meaningful and it can only be answered by understanding the organization’s authentic purpose. Identifying this is vital, as it's purpose that gives way to strategic distinction and strategic direction. Purpose inspires the voluntary investment of energy by employees, which then fuels innovation in the face of road blocks or constraints.

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