Crisis leadership training for executive teams.
Align the executive team before the next irreversible decision. For boards and leadership groups carrying a call they cannot afford to mishandle. We map default modes, surface the team's collective shadow, and build a shared decision code. Diagnostics, facilitated workshops, and advisory from $7,500.
What crisis leadership training for an executive team involves.
Crisis leadership training is not a seminar on staying calm. It is the work of finding out how a specific group of people decides when the stakes are real and the information is incomplete. Every leader on a team defaults to one of five modes under pressure, and every default produces a shadow. A team inherits both. The blind spot is almost always the mode nobody in the room reaches for.
An engagement starts with a diagnostic: each leader is assessed individually, and the results build a Team Mode Map and a Shadow Heat Map from real data rather than impressions. Chris then leads a working session against one decision the team is actually carrying, not a hypothetical. The session ends with a written decision code the group has agreed to, which is the part that survives the room. Teams that want it to survive the calendar continue into advisory and the Three Pillars Audit.
The team's decision architecture, made visible.
Every executive team has risks it can see and risks it would rather not name. The ones that bend a team under pressure are the hardest to put on a dashboard. We surface them.
Team Mode Map
What each member defaults to under pressure, built from individual assessments, and where the team is overweighted in one mode or missing another entirely.
Shadow Heat Map
The collective shadow: where the team's combined strengths produce a shared blind spot the dashboard will never show until it costs you.
Organizational Code Workshop
A half- or full-day working session on the Five Modes, led by Chris, applied to one real decision your team is actually carrying right now.
Three Pillars Audit + Advisory
A structured audit of the three pillars under the team (character, competence, and connection), with ongoing executive advisory as the pressure and the decisions keep arriving.
Diagnose, convene, embed.
Three phases, scoped to your team. Most engagements begin with a diagnostic and grow from there.
Diagnose
Individual assessments roll up into a Team Mode Map and Shadow Heat Map. We read the team’s real decision patterns before we convene anyone.
Convene
A working session led by Chris, applying the Five Modes to one live decision, building a shared code the whole team can hold under pressure.
Embed
The Three Pillars Audit (character, competence, and connection) plus ongoing advisory, so the code survives past the offsite and into the decisions that actually test it.
Start with the pressure that is already in the room.
Six focused entry points use the same diagnostic and decision architecture, adapted to the institution and decision at hand.
For community bank executives
A decision framework for bank leaders when every option carries institutional cost.
For credit union leadership teams
Hold member trust while the operating model is forced to change.
For boards and governing bodies
Make the governance boundary visible before the irreversible vote.
For executive teams
See how the team behaves under pressure before the next decision exposes it.
For succession committees and leadership teams
Transfer judgment, not just authority.
For leaders adopting AI
Use AI to widen judgment without outsourcing responsibility.
Bring the framework to your stage.
Keynotes and working sessions for leadership teams, conferences, and boards navigating the crisis era. Practical, evidence-based, and built around one real decision your audience is carrying.
Chris speaks from the operator's chair, not the lectern. Every talk is built around the decisions your audience is carrying right now, and the practice for holding their code when the pressure peaks.
The full page has the four talks, the formats, and the fees.
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Before you get in touch.
What is crisis leadership training for executive teams?
It is not a seminar. The work maps how each leader on the team defaults under pressure, surfaces the shadow the team produces collectively, and ends with a shared decision code the group has actually agreed to. Most executive teams have never named the mode nobody in the room defaults to, which is where the blind spot sits. The output is a written standard the team can hold each other to on the next hard call, not a set of notes.
What does an engagement include, and how is it structured?
Three phases, scoped to the decision in front of the team. Diagnose produces the Team Mode Map and the Shadow Heat Map from individual assessments. Convene is a facilitated working session led by Chris, applied to one live decision rather than a hypothetical. Embed is the follow-on advisory and the Three Pillars Audit, for teams that want the code to survive contact with the calendar. Most teams start with the first two.
How much does crisis leadership training cost?
Diagnostic engagements begin at $7,500. Facilitated workshops begin at $18,000. Embedded advisory is scoped to the engagement and quoted directly. Pricing depends on the size of the team, how many sessions the program runs, and whether the work ends at the session or continues into advisory.
Are sessions virtual or in person?
The diagnostic phase runs remotely: each leader completes their assessment on their own time before anyone is in a room together. The working session is delivered in person, because the value of the session is what surfaces between people who are looking at each other when a real decision is on the table. Travel is quoted into the engagement.
How far in advance should we book?
Plan on about four weeks. That is enough time to run the individual assessments, build the Team Mode Map from real data rather than impressions, and shape the session around a decision the team is genuinely facing. Shorter timelines are sometimes possible; the diagnostic is the part that cannot be compressed without weakening the session it feeds.
Who is this for?
Boards, executive teams, and leadership groups carrying a decision they cannot afford to mishandle. It is built for organizations where the decision is already on the table and the disagreement is real: community banks and lenders, credit unions, universities, and executive teams inside institutions under sustained pressure. It is not a general management course, and it works badly as one.
Start with a conversation.
Tell us about your team and the pressure it's deciding inside. We'll follow up to scope a diagnostic, a workshop, or a full engagement.
Led by Chris Myers · CEO, B:Side Capital & B:Side Fund · Founder & Chairman, Main & Machine · Faculty, ASU W. P. Carey
The New York Times · The Wall Street Journal · Forbes · Entrepreneur
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