Guard Your Edge: Why Leaders Should Share Less to Achieve More

By Christopher E.D. Graham, FCIPD | Executive Coach & Search Advisor

“Discipline is the bridge between goals and accomplishment.” — Jim Rohn

In today’s interconnected business environment, it’s tempting to share everything: our goals, our challenges, our next moves. But Jim Rohn’s timeless advice remains clear leaders must learn what to protect as much as what to project. Oversharing, whether in professional or personal circles, dilutes energy and undermines credibility.

Modern research from McKinsey, Gartner, Mercer, and CIPD confirms what Rohn knew decades ago: boundaries are a performance tool. The leaders who safeguard their focus, reveal selectively, and manage disclosure strategically are the ones who build trust and deliver results.

Guarding Your Goals

Rohn cautioned against sharing long-term ambitions too widely. Big visions can be fragile in their early stages. McKinsey’s research shows that only 30% of organizational transformations succeed, often because goals are poorly framed, communicated too broadly, or undermined by early skepticism.

By keeping ambitions private until momentum builds, leaders protect their energy and reduce the risk of derailment.

Coaching perspective: share your goals with mentors or trusted advisors, not the crowd.

Protecting Your Next Move

Whether it’s a new career direction, a strategic hire, or a business expansion, Rohn emphasized the power of timing. Gartner’s change leadership research found that leaders who carefully control the narrative around strategic shifts increase stakeholder buy-in by 50%.

This isn’t secrecy it’s strategy. By disclosing moves at the right moment, leaders retain leverage, prevent unnecessary pushback, and create alignment.

Coaching perspective: a disciplined pause before announcement often ensures a stronger impact after launch.

Managing Personal Struggles Wisely

Rohn advised discretion around personal difficulties. Everyone experiences challenges but constantly sharing them in professional contexts risks eroding presence and credibility.

Mercer’s Health on Demand report highlights that burnout and stress are now among the top five risks for senior leaders. CIPD data also shows that how leaders communicate vulnerability directly affects how teams perceive resilience. Selective disclosure, framed with solutions, inspires trust whereas oversharing drains it.

Coaching perspective: resilience is first cultivated privately, then modelled publicly in ways that strengthen the team.

Keeping Financial Matters Private

Money remains a sensitive subject. Rohn argued that financial details should be shared sparingly, if at all. McKinsey research on incentive structures found that uncontextualized pay transparency often reduces motivation and fosters comparison, rather than building fairness.

Leaders who protect financial boundaries preserve relationships based on respect, not envy. Coaching perspective: clarity on your personal financial strategy is vital, but the details are best kept confidential.

Balancing Deep Convictions

Strong beliefs around politics, religion, or social issues shape who we are but Rohn cautioned against exposing them indiscriminately. Gartner’s studies on diversity and inclusion reveal that leaders who foster an environment of openness to diverse perspectives outperform peers in innovation by up to 30%.

Anchoring yourself in values is essential, but imposing those beliefs on others risks closing doors.

Coaching perspective: inclusive leaders know how to embody conviction while leaving room for dialogue.

The Coaching Connection

What Jim Rohn presented as timeless wisdom is now backed by decades of organizational research: effective leadership requires intentional boundaries. Not everything should be broadcast.

Executive coaching helps leaders strike this balance. Through structured reflection and accountability, coaching equips executives to:

• Clarify which goals should remain private until they’re ready to be shared.

• Manage communication around strategic moves with precision.

• Balance vulnerability with credibility.

• Maintain financial and personal boundaries.

• Lead inclusively without overexposing personal convictions.

At CGC, we combine these timeless values with evidence from leading research institutions McKinsey’s data on transformation, Gartner’s insights on stakeholder buy-in, Mercer’s findings on wellbeing, and CIPD’s analysis of leadership behaviors. Together, they reinforce a single truth: the strongest leaders know not just what to share, but what to protect.

Key Takeaway: Protecting your edge isn’t about secrecy; it’s about strategy. Leaders who guard their goals, moves, struggles, finances, and beliefs aren’t hiding they’re focusing and that focus translates directly into trust, performance, and long-term impact.

#Leadership #ExecutiveCoaching #JimRohn #McKinsey #Gartner #Mercer #CIPD #CGrahamConsulting

https://www.cgrahamconsulting.com/

7 Negotiation Scripts That Actually Work (Without Sounding Like a Robot)

By Christopher Graham – Executive Search & Leadership Advisor

Let’s face it negotiation is rarely anyone’s favorite part of the job search. For many professionals, it’s that awkward dance between sounding confident and not accidentally pricing yourself out of the room.

But here’s the truth: negotiation is a skill, not a standoff. With the right language and a little rehearsal, you can advocate for yourself without setting off alarm bells or breaking into a sweat.

Whether you’re navigating an offer, rethinking your package, or trying to secure that elusive professional development budget, these seven scripts will help you steer the conversation with clarity, tact, and just enough confidence to get the job done.

1. When You’re First Asked About Salary Expectations

“I’m really excited about this role, and I’d love to understand the full scope of responsibilities before discussing numbers. Would you be able to share the budgeted range for this position? That said, based on my experience and current market trends, I’m anticipating something in the range of [insert range]. Of course, I’m open to a conversation around what makes sense for the team.”

Why this works: It keeps you flexible but informed. You’re not dodging the question you’re simply asking for context before naming a number.

2. When the Initial Offer Falls Short

“Thank you so much for the offer I’m genuinely excited about the opportunity. After reviewing the overall package and the scope of the role, I was hoping we could revisit the base salary. Based on the level of responsibility and my experience, something in the range of [insert range] would feel more aligned with the value I can deliver.”

Why this works: Clear. Calm. Professional. You’re not haggling you’re calibrating.

3. When You’re Comparing Multiple Offers

“Thank you again for the offer. I’m currently in final discussions with a couple of other opportunities that are offering packages in the range of [insert range]. That said, this role remains my top choice, and I’d be thrilled to move forward if we can align on a few final details around compensation.”

Why this works: You’re not issuing ultimatums you’re simply reminding them you’re in demand (without being dramatic about it).

4. When the Offer Is Almost Right

“I really appreciate the offer and feel very positive about the team and the role. One area I’d love to explore further is [e.g. salary, annual leave, job title]. Is there any room for adjustment here?”

Why this works: It’s collaborative and respectful. You're not saying, “Take it or leave it.” You're saying, “Let’s fine-tune this together.”

5. When They Say “We Can’t Offer More”

“I completely understand that salary may be fixed. If that’s the case, would there be flexibility to consider a one-time signing bonus, or perhaps a six-month review cycle for performance-based increases?”

Why this works: When Plan A is off the table, you shift gears. Smart negotiators always have a Plan B and a Plan C in their back pocket.

6. When You’re Negotiating Benefits, Not Just Base Pay

“The overall offer looks strong, and I’m genuinely enthusiastic about the role. One area I’d love to discuss is the professional development budget. Ongoing learning is important to me would the team be open to reviewing that?”

Why this works: Compensation isn’t just about cash. You’re showing foresight and that you plan to grow with the company, not just clock in.

7. When You’ve Already Started, But Want to Revisit Compensation

“I’ve really enjoyed my first few months and feel I’ve hit the ground running. As I’ve taken on more responsibility, I’d love to revisit the topic of compensation. Would it be possible to explore this as part of my upcoming performance review?”

Why this works: It’s not about backtracking it’s about growth. You’re aligning performance with value, and keeping the conversation tied to business impact.

Final Thought: Ask Smart, Ask Early

If there’s one thing I’ve learned advising senior professionals and C-suite leaders across multiple industries, it’s this: silence doesn’t lead to better offers.

The best outcomes happen when you ask the right questions, at the right time, in the right tone.

Negotiation doesn’t have to feel like a chess match. It’s often just a structured conversation between two professionals trying to get to the same result: alignment.

So don’t wing it. Practice your script. Know your worth. And when in doubt pause, smile, and say, “Let me come back to you on that.”

Need help preparing for a big conversation?

We offer personalized coaching for job transitions, board-level interviews, and compensation negotiations.

If you found this helpful, like and subscribe for more insights.

https://www.cgrahamconsulting.com/insights

🎧 Or tune in to the CGC Podcast for more on leadership, hiring, and strategy.

When the Algorithm Overlooks You: The Hidden Pitfalls of AI in Executive Recruitment

CGC

Artificial intelligence (AI) tools have become embedded into nearly every stage of the hiring process. From sourcing candidates to shortlisting profiles, platforms like LinkedIn Hiring Assistant and AI-driven CRMs promise speed, efficiency, and scale. But as executive search increasingly adopts these technologies, a critical truth is emerging:

AI can overlook your most valuable qualities.

At CGC, we regularly encounter high-performing senior executives who have been bypassed by algorithms not because they lack potential, but because they don’t fit the structured data model AI relies on.

The Problem with AI-Only Recruitment

While AI tools can analyze millions of profiles in seconds, they are still fundamentally limited in what they "see."

1. Profile-Dependent Visibility

AI tools largely rely on structured LinkedIn data to determine relevance. If your profile:

• Lacks specific keywords

• Doesn't list quantifiable achievements

• Omits industry-standard terminology you may be automatically filtered out, no matter how strong your background is.

• For example, a CFO who describes their role using narrative, strategic terms ("shaped growth strategy for emerging markets") might be overlooked in favor of someone who simply wrote "FP&A and M&A for APAC."

2. Context Gets Lost

Junior or AI-assisted recruiters may struggle to connect the dots across your experience:

• A COO who moved from pharma to fintech may appear irrelevant to someone searching strictly for "financial services ops leaders."

• An executive who took a sabbatical to write or consult may be misread as having a "gap."

These nuances require human judgment something no AI can replicate fully.

3. Bias in the Algorithm

Despite efforts to the contrary, algorithms can unintentionally reinforce bias:

• Older candidates may be deprioritized based on graduation dates or non-linear career paths.

• Female executives may be underrepresented if the training data underweights roles like "interim," "acting," or "fractional."

AI can reinforce patterns based on historical hiring data even if those patterns are inherently biased.

4. No Feedback Loop

AI-driven platforms often don’t explain why someone wasn’t considered, leaving candidates:

• Unclear on how to improve

• Disconnected from the employer brand

• Less likely to re-engage in the future

This absence of human feedback undermines trust and makes the hiring process feel transactional and opaque.

What You Can Do as a Candidate

Executives can take several proactive steps to improve their visibility without compromising authenticity:

1. Optimize Your LinkedIn Profile for Search

• Include the industry-standard title for your role (e.g., "Group CFO" not just "Finance Lead")

• Add relevant keywords in your About section and throughout your experience (e.g., "digital transformation," "private equity," "IPO readiness")

• Use bullets to highlight measurable outcomes (e.g., "Reduced operating costs by 22% across APAC")

2. Bridge Functional Gaps with Storytelling

In your profile or CV:

• Explain how your cross-sector experience adds value

• Address any gaps or pivots clearly (e.g., "Sabbatical to advise early-stage fintech’s on risk compliance")

• Showcase leadership traits such as resilience, turnaround experience, or stakeholder engagement

3. Network Proactively

• Don't rely solely on the algorithm reach out directly to executive search firms

• Attend industry events and post thought leadership on LinkedIn

• Ask trusted colleagues to refer or endorse you

4. Request Human Follow-Up

When applying:

• Include a message asking for a short call or feedback

• Highlight interest in the mission or strategic goals of the company

Even a small touchpoint can distinguish you in an AI-saturated pipeline.

The Role of Executive Search Firms

This is where retained executive search firms like CGC offer distinct value.

We go beyond keyword matching to:

• Understand career context, leadership traits, and board-level presence

• Evaluate soft skills and culture fit

• Represent candidates to clients in narrative form, not just data points

In a world increasingly filtered by algorithms, human insight becomes your strategic advantage.

AI is a powerful tool, but not a perfect one. As its use expands, so must our awareness of its limitations.

If you're an executive who feels overlooked, don’t assume the opportunity wasn’t right for you. It’s possible the algorithm simply couldn’t see what a human would.

And that’s exactly why firms like ours exist: to ensure that great leadership doesn't get lost in translation.

Christopher Graham

Founder & Managing Director CGC

www.cgrahamconsulting.com