About the Author

Elizabeth Freedman

Elizabeth Freedman

Elizabeth Freedman, MBA, CSP, is and Executive Advisor and Consultant at BTS Boston who advises C-level leaders and teams to strengthen business performance through outstanding leadership. Elizabeth works with some of the most recognized companies in the world and is valued for her ability to develop trusted partnerships with senior leaders who want practical, concrete strategies that help them accelerate results, grow their people, and enhance their ability to influence and make a positive difference in the world. Elizabeth specializes in working with C-level executives and teams who are leading enterprise-wide initiatives focused on change, growth, and transformation. Through coaching, consulting and facilitation, her work supports leaders who want to foster environments where strong collaboration, alignment, and shared accountability are the norm. Her work includes a deep assessment of individual and team performance to create a strong approach that is grounded in data and integrates the needs of key stakeholders into the process, including the Board, executive team, employees, customers, and peers.

Recent Posts by Elizabeth Freedman

Three Mistakes Leaders Are Making During the COVID Crisis

Advice for Senior Leaders Who Want to Advance:  Stop Hiding, Stop Drifting

If You’re Leading an Underperforming Team, Here’s What You May Be Overlooking

Epic Fail:  The Surprising Reasons Why Coaching Doesn’t Work

Get Your Senior Executives to Agree So You Can Get Work Done

Incredibly Unpopular Advice for CEOs and Executive Teams Leading Change:  Slow Down

The Secret Nobody Tells Experienced Leaders About Meeting Big Goals

Nailing the C-Suite Conversation: How to Improve Your Batting Average

What’s the Right Way to Get the Most Value from Your Executive Advisor?

Busyness is Laziness:  The Drawbacks of a Crazy Calendar

The High Price of Being a Low Energy Leader

The Problem Is We Don’t Agree There’s a Problem:  Why You’re Struggling to Influence

The One Thing Senior Leaders Must Do to Have a Great Second Half of 2018

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