The BullFrog Leadership

Development Program


A Personal Invitation to Be Considered For

The Journey to Organizational Efficacy and High-Performance

This is an Extremely Unique and Valuable Program and

Opportunity to Partner with The BullFrog Group Founder and CEO

On a Tandem Journey to Create a Competent and High Performance Organization

(Under the guidance and supervision of Dr. Lee Thayer)

A Program Designed for the CEOs Ready to Prepare Themselves for The Journey

Following a full year-long course of intense and immersive study and research with Dr. Lee Thayer in the Master Class at the Thayer Institute for Performance Virtuosity, in order to demonstrate my prowess of putting the concepts to use in my performance as required through final phase Practicum for completion of my certification, I will be working with one CEO willing and able to join me on this journey.

During this course we have mined what could be learned from a deep study of the concepts and tools required to build sustainable high-performance organizations – the concepts that Dr. Thayer has field tested for more than 30 years through his academic work at some of the world’s most prestigious universities – and more important through this recognized work with companies and organizations around the world. This includes:

  • Making yourself into who you need/want to be (Me-Making)
  • Organization-Making
  • People-Making
  • Meaning making and Management

This program has been reviewed and approved personally by Dr. Lee Thayer, and will be supported and overseen by him to assist in ensuring it’s success as part of his role the certification process. (Dr. Thayer will not be directly involved in the program project – or engaged with the CEO/Partner/Client. All outcomes are the consequence and responsibility of the partners – and not Dr. Thayer.)

The program will employ the specific undertakings outlined in Dr. Thayer’s work – to augment the ten years of my professional work as a CEO Leadership Coach and Performance Catalyst – following my own 25 years leading businesses.

Program Outline

There are NO recipes for creating competent leaders, competent organizations or for driving high-performance.

 The BullFrog Leadership Program is a journey with an individual CEO or business leader grounded in the 4 following concepts :

  • Competence
  • Responsibility
  • Purpose, and
  • Growth through Learning.

The following outlines the overall objectives. Is it is meant to be a representative overview of the program in terms of intended outcomes, process and mutual outcomes. It is not a syllabus or prescription – but addresses the scope of what such an engagement might likely entail.

The only things that are required and unchangeable are the agreements this engagement is built around and the intended outcomes.

Agreements and Understandings for (Efficacious Execution)

  • The program will involve work with one CEO. It will be the CEOs responsibility to apply whatever concepts, methods and tools that will be necessary in order to transform the performance of the organization.
  • The fee arrangement will be determined and agreed upon based on the contracted scope of the project. (There is currently a limited opportunity to participate in a Practicum-Based Engagement in Coordination with The Thayer Institute’s Master Class Certification Program – at a substantially reduced fee. Please contact us for details.)
  • There will be scheduled weekly meetings with the CEO during the entire course of the program to be conducted both in person and by phone and or video (ie: Skype) typically totaling about four hours each week. Additional study and preparation time will also be required as necessary.
  • We will come to an agreement as to what things can measurably speak to the performance of the CEO’s company – so that we both know what we are aiming to achieve, and whether or not we are achieving our objectives as agreed through benchmarking for results.

Description of the Engagement With the CEO

Phase I – Accomplishing Partnering Agreement on Definitions:  CEO and Leadership Performance Coach (LDC)

  • What does performance (Intended accomplishments and results) mean and look like? (Performance meaning the action or process of carrying out or accomplishing an action, task, operation or function seen in terms of how successfully it was performed on the basis of what was accomplished.)
    • What is the worthy purpose of doing what the company does that leads to results – i.e. profits, shareholder equity, recognition, contribution to society (improving lives, savings lives, making the world a better place)?
    • How is performance measured in the organization in terms of accomplishing what will cause the intended results?
    • How is performance measured for the CEO in terms of making it necessary and possible for those who need to accomplish these things to be successful to the fullest possible realization of their individual potentials – as far as those potentials can be identified, realized and expanded?
  • Define in detail the overall objectives around moving the organization towards that of being a High Performing Organization (HPO)
    • How can we apply the definition of a High Performance OrganizationOne that does everything it does better than anyone else and improves upon that every day giving that organization a sustainable competitive advantage?
    • What would the current organization look like if it were an HPO?
    • How does the organization in its current state of existence measure up to those standards?
    • What would need to change in order to move towards achieving these standards?
    • What would effectiveness, efficiency and efficacy look like in an organization?
    • And how is it achieved?
  • Assessment of Baseline Competencies
    • Does the CEO understand what it takes to do and accomplish this?
    • Is the CEO capable of being a person who can and will do this (has what it takes – including a sense of purpose -even if not yet fully developed – driving him or her?)
  • Is the CEO willing to do whatever is necessary to accomplish this? (Thinking, Being, Doing.)


Phase II – Observation, Interrogation, Assessment and Confirmation (involving the CEO privately as well as the leadership team via interviews and or offsite)

  • What does the organization look like today in terms of where low hanging fruit? How might we demonstrate success in things relatively easy to accomplish? Observe organizational operations, dynamics and fiscal measurements to assess current levels of weakness where improvement would be readily applied to improve performance:
    • Grossly visible lacking of basic competencies
    • Communication disconnects and dysfunction
    • Dumb Systems
    • Ineffective management of things
    • Ineffective leadership of people
  • Who (relative to being an effective, competent leader) is the CEO today? What can they become over time?
    • Areas of dissatisfaction (Opportunity)
    • Presence of satisfaction and entrenchment in status quo (ie. confirmation bias, group think, entitlement, aristocracy or other demonstrations of Adizes Corporate Lifecycle positioning indicating position relative to “prime.”
    • Blind spots regarding personal performance (Weakness)
    • Dragons and unproductive habits (Weakness)
    • Management competencies (Strengths)
    • Leadership competencies (Strengths)
  • Do we know what needs to be known about the marketplace? Intelligence regarding the marketplace for:
    • Competitive position in the market-field
    • Threats – competitors or changing market conditions
    • Opportunities – (growing market position, finding blue-ocean, carving a more unique niche, establishing new markets, etc.)
    • Opportunities for disruption
  • Is there sufficient Fiscal Leadership and Stability?
    • Does the company have the necessary financial means to achieve the transformational growth required of improving current performance?
    • Does the leadership understand how to manage the fiscal drivers that are necessary to ensure the fiscal health of the organization under adversity?
    • Is there sufficient fiscal leadership awareness pushed down into the organization to ensure that the ownership of the problems is possible?


Phase III – Coaching/Learning: People Making – starting with the CEO and The LDC

Setting the table by informing the CEO about the tools needed to accomplish real transformation: Roles, Performance Goals and Learning plans – and the necessary competencies of an effective leader and within an efficacious organization.

This is a matter of initiating transformational thinking –in preparation for becoming the kind of leader that might be able to accomplish the feat of leading their organization to high performance. This is accomplished through a period of active learning – through selected reading and related think pieces and coaching. The short-term goals are to impose an understanding of the component concepts of Dr. Thayer and learning how to interpret, assess and apply them as needed and beneficial to the leadership growth of the CEO and the efficacy of the organization.

While readings are optional – it is highly recommended to enhance the process of learning. The recommended introductory reading might be “How Executives Fail” – as a primer to thinking about the concepts that will be further introduced through the coaching/learning. This would be for discussion only and introduce the ideas of leadership virtuosity, masterful question-making – and the basic understandings of the four basic roles of leaders: “me making, organization making, people making and meaning making and management” as ordinate components of the kind of leadership that is necessary here.

Additional recommended reading include “The Competent Organization” to widen the context of what might actually be required in order to achieve what needs to be accomplished in order to significantly raise the level of the performance of the organization. This reading would introduce the benefits written think pieces as a learning accelerant– and an accompanying journal of observations about the various competencies of the CEO – and confirmed by the LPC via the CTO Matrix of Competencies we developed. This forms a measurable basis for the learning plan.

“Leadership, Thinking, Being, Doing, by Dr. Thayer is another text that can serve as a foundational guide to gaining a deeper understanding of the concepts, principles and methods that have proved to be fully successful in helping develop fully competent leaders who build and steer fully competent organizations. This reading would likely be done while concurrently working on the executing the initial projects that address the first wave of problems that can be addressed impacting the organizations core areas of needed effectiveness and efficiencies.

The defining focal points and guiding questions during this phase would be:

  • Learning Plans (LPs)
    • Why is learning critical to growth?
      • What do we need to learn about learning how to learn?
      • How do we learn what we need to know?
      • How do we know what we need to learn?
      • How do we know what we need to know?
  • Performance Goals (PGs)
    • How is the required level of performance by the CEO defined and measured?
    • How is the required level of performance by the HPC defined and measured?
    • How are performance goals effective? How do they get teeth in them?
    • How are performance goals created for the rest of the leadership team?
  • Role Descriptions (RDs)
    • What is the best and most appropriate RD for the CEO?
    • What is the RD for the HPC?
    • How do we create efficacious Role Descriptions for all key people in the organization?
  • GWC –
    • Why being had by a cause matters?
    • What makes a cause worthy?
    • How do you discover what your cause is?
    • What is the future that is necessitated by this cause?
    • What is it that you must be? And what is it that your organization must be?
    • How do you communicate to others the future you intend to create?
  • What is a competent leader?
    • How do habits and Dragons inform our capabilities – and the limitations of the organization being lead?
    • How are the competencies developed?
    • How are they measured?
  • What is the necessary central Learning Plan for the CEO – (This is the foundation for the engagement with the HPC)
  • How are LPs made effective within the broader organization?


Phase IV – Competent Execution

This is a matter of answering the question, “What must we do to accomplish our goal and become a High Performance Organization?” It involves a written plan to serve as a guide for how to improvise the solutions to the problems and to cause the outcomes we seek based on what parts need to played, how they need to played, and with what levels of competencies – and then ensuring that all the required players know their parts and are capable of performing them – or being prepared to replace them with performers who can and will because the understand that they can and that they have to.

The sub-questions for all of the stakeholders are:

  1. Are we equipped with the requisite thinking at the leadership level?
  2. Do we have a clear idea of the future we aim to create for ourselves along with a clear understanding as to why this is necessary?
  3. Are we equipped with the people possessing the necessary competencies?
  4. What will it take to be better at everything we do than anyone else currently or planning to do this too?
  5. Are we prepared for what we want to happen?
  6. Are we prepared for what we don’t want to happen (or want not to happen)?
  7. Are we prepared to deal with the unexpected?
  8. What of the tools we need to we have, can we find or will we need to invent?
  9. What problems do we have – and what problems would we prefer to have?
  10. Do we all believe there is no turning back once we are on this journey?


The Program Execution and Project Time-Table:

There is much to be improvised and invented and therefor the schedule must be plastic enough to withstand life’s perversity and the pragmatic concerns of this being a project.


Phase I    – 30 days

  1. Phase II  – 30 days
  2. Phase III   – 60 days
  3. Phase IV – 12 months


CLICK HERE To Learn More – and arrange for an interview