For Leaders at all levels
Hi, I’m Evan Thomsen, an army veteran, successful entrepreneur, and executive coach and advisor. I am passionate about seeing people achieve their potential, but I recognize that there is no place where this is more important than in leadership. Leaders have a heavy impact, for better or for worse, and if an executive or leadership team is quality and effective, then many will be better off. The same is true in the inverse.
I offer long-term executive coaching and advisory, one-on-one. I work around your schedule, and only keep a small number of clients, so I can serve your interests with the utmost quality and care.
Evan is foremost, an achiever. His ability to strategize, set a direction, and motivate others is not something you see every day, or in every job. I have learned more from him about leadership and integrity than I have from most managers that I have worked under.
– Lani Hollander
The purpose of philosophy is to live, and lead, better.
Who is a great leader, to you? What examples from history, or stories from myth, do you use to inform your understanding of your role and responsibility? What is your next step on your personal ladder of success, and how will you get there?
These are some of the questions that I would ask you, and some of the core topics I would have us discuss in order to explore your personal philosophy in business and in leadership.
But why do I call this philosophy? Isn’t philosophy about thinking, whereas business is about action?
This is patently false.
You are acting out your philosophy, in life, in business, and in leadership, independent of your recognition.
Your philosophy (or belief, faith) is not something merely derived from argumentation, a box you check on a form, or something you “self identify as.” No – your philosophy is what you do.
The more you come to understand this, the more you will come to hone and clarify your philosophical thoughts and align them with your actions.
This is the only true objective of philosophy – to live, and lead, better.
Consider this part of our partnership like a university, except where the lessons are tailored to you, tests are everyday in your role as a leader, and you will be graded by history.
The most likely negative impacts and most dangerous negative impacts must be understood by responsible leaders.
When a unit in the US Army gets a mission they receive what is called a “5 paragraph operations order” or Op-Order for short. The Op-Order outlines just about everything you could think of. But one section in particular is something often missing in business leadership circles – strategic and inter-organizational risk.
In the Op-Order, there are two sections that analyze the enemies most likely course of action as well as the most dangerous course of action.
We want to think the best of our competitors and colleagues, but no responsible leader can avoid considering the most likely negative impacts and the most dangerous negative impacts of decision-making, operations, staff, and communications.
As your advisor, I help you think through these scenarios so if, and when, negative situations arise, you are better prepared.
From listening to his philosophy podcast to having a strategy call – it is as if Evan meteorically fell from the sky to jump start my NGO project. I was lost wandering amongst a dark forest of confusion while building the foundational infrastructure to get my vision going. From banking to logistics to organizational insight and direction, Evan has helped bring my vision to a concrete plan guaranteed for future success.
– Joshua Feister
Corporate ethics is a value; CSR is a risk.
More and more business are being asked for more than a great product or service, but to do some additional ethical good in the world. This is commonly known as corporate social responsibility or CSR.
While I believe in the potential good corporations can do for the world (in addition to providing the greatest abundance of goods, to the highest number of people, and the highest percentage of the global population than at anytime in human history), I also have substantial experience in seeing the risks in CSR.
Corruption, waste, abuse, dependency, and more, characterize global-aid programs more often than not. Behind the moral veil and marketing language that CSR programs offer, there commonly lies a reality that is not only the antithesis of “corporate ethics,” but something your customers certainly wouldn’t want.
As both your advisor, and an entrepreneur in philanthropic risk management, I will help you understand the potential implications of CSR initiatives. Corporate responsibility is to your shareholders and stakeholders, first, and last.
With the right “why,” you and your team can do anything.
From Nietzsche we know that “with a good enough why, we can bear any how.” This is your company vision statement.
Is it a hill you would die on? A charge you would die for?
It is common today to hear people talking about the importance of finding your why. I agree, but it is far understated. Your why is the life-blood of what you are doing and what everyone who works for you is doing.
Are you trying to turn a city of bricks into a city of marble? If it’s not something like this, then why isn’t it?
If I’m on your team we are going to talk about your why, everyday, if necessary. We are going to talk about how to communicate it to your team, to your customers, and to the world.
Evan is the consummate professional. He is timely in all his communications. He goes above and beyond to balance our future goals with start up needs. He has us poised for growth in our headshot photography business. We look forward to working with Evan as our business grows.
– Kevin Scott