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The Inner Impact

For organisations

Your best people got there by performing. Now you need them to lead.

Somewhere in your leadership team is someone everyone agrees is excellent — yet they're quietly overworking, over-controlling, or waiting for permission to lead. More often than not, the feedback is the same: they need more “gravitas” before they're ready for the next step.

Gravitas isn't a skill, so it can't be trained like one. It's what appears on the outside when someone stops needing the room's reassurance. That shift is internal — and it's the work I do.

One plus one makes three.

Coaching one leader improves one leader. Working with several leaders in the same business compounds: they share an internal language, respond to pressure the same way, and start thinking collectively instead of defending silos.

When the leadership layer operates from a grounded, non-reactive place, the whole organisation moves faster with less friction. That extra output — beyond what any individual gained — is the multiplier.

How it works

Every engagement is built for the business it's for.

  1. A conversation

    We start by talking. Where the business is heading, and which of your leaders the pressure is landing on.

  2. An audit

    A short review to find the real pressure points — where performance is being lost, and why. Not a survey; a diagnosis.

  3. A bespoke plan

    One-on-one coaching, leadership-team work, or a cohort programme of workshops — shaped to what the audit surfaces, not a template pulled off a shelf.

What you're buying

  • High performers who stay high-performing under pressure
  • Less burnout, less reactivity, less overcompensation
  • Leaders developing their own style inside your culture — not a template
  • Return you can see in retention and how the team runs

Case study

One engagement, in the client’s own words.

A single worked example. Every figure and every quotation below comes from what the CEO wrote in his own feedback.

From owner-dependent to a leadership culture.

How Harba Solutions developed a stronger management team, improved retention and built a business that no longer depends on its CEO.

Harba Solutions Inc. · Leadership team coaching · 12-month engagement

The challenge

Wade Franchville, CEO of Harba Solutions, has worked personally with The Inner Impact for more than five years.

A year ago, that work expanded to members of his leadership team, with a focus on helping them navigate complex situations, become more self-aware and make better decisions under pressure.

As Wade describes the original challenge:

“Processing complex situations and maintaining a high level of emotional intelligence regardless of magnitude.”

Twelve months later, he sees a very different management team.

From reacting to intentional leadership

One of the biggest shifts has been in how his leaders respond under pressure.

“Instead of immediately reacting, my management team seeks to understand the circumstance in its entirety before making a calculated decision.”

They've become more aware of how their own thoughts and emotions can influence their judgement:

“They do a much better job slowing down and truly analysing the facts and potential outcomes.”

And Wade sees the learning being used in real time:

“Members of my management team will stop mid-conversation and revert back to the taught models they learned.”

This is exactly what Wade wanted — not leadership development that disappears once the session ends, but something that changes how people actually operate.

From individual coaching to culture

The impact hasn't stayed with the individuals being coached.

“We share and discuss the models to our wider teams. It is slowly becoming our culture, which is the ultimate goal.”

And people want to be part of it.

Having previously experienced L&D that employees dreaded, Wade has seen the opposite response:

“People are begging to be selected to work with our coach.”

For him, that's because the work feels relevant and personal:

“Most L&D programmes or courses become a flash in the pan... This is not. It makes real impact and is extremely personal which makes people think afterwards and sticks.”

The business impact

The development of the leadership team has taken place during significant growth.

“We have doubled our internal headcount in the last 18 months and the retention has improved dramatically. Our churn is the lowest it has ever been and we are well ahead of the industry standard.”

There has also been a noticeable change in the company's leadership pipeline:

“We used to struggle getting people to want to move up into leadership or management. After seeing the progression of our leadership team, the interest and desire to move up has ramped up.”

But perhaps the most significant shift is what it has meant for Wade as CEO.

Harba had historically been heavily owner-centric.

“I worried when I was not in the office. Now I know the team can operate without me.”

His leaders have become, in his words:

“Better problem solvers.”

Why it matters

In just 12 months of working with the wider leadership team, the impact has moved well beyond the individuals receiving coaching.

Leaders are making more considered decisions. The models are spreading into wider teams. More employees want to progress into management. Retention has improved. And the business is becoming less dependent on its CEO.

His three words

“Impact. Committed. Strategic.”

Wade FranchvilleWade FranchvilleCEO, Harba Solutions Inc.

Wade has worked personally with Claudia Curran and The Inner Impact for more than five years. The wider Harba leadership team engagement began 12 months ago. Every quotation is taken from his written feedback.

The results

Less CEO dependency
From an owner-centric business to a management team trusted to operate without the CEO
Lowest churn ever
Retention improved dramatically, with churn now the lowest it has ever been and, according to Harba's CEO, well ahead of the industry standard
More people want to lead
From struggling to get people interested in management to employees actively wanting to step up
2× headcount
Internal headcount doubled in 18 months
10/10
Overall impact rating from the CEO

Wade's own reporting, twelve months into the leadership team engagement. Taken together they describe a company that has stopped running through one person.

Most corporate engagements start with a conversation, not a proposal.

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