For Organizations
The Positioning House works with organizations developing senior leaders whose responsibility now requires stronger decisions, clearer thinking, greater authority, and the ability to lead beyond the work they already know well.
Where We Help
Organizations bring us leaders who:
As responsibility grows, the organization is learning more than whether someone can deliver. It is learning what that leader can be trusted to decide, how they think when the answer is unclear, whether other people can move behind their direction, and what happens when the pressure rises.
How We Work
The Executive Signal System™
Can people understand what this leader thinks?
Senior leaders need to do more than share information. People need to be able to find the recommendation, the reasoning behind it, and what the leader believes should happen.
What happens when there is no obvious answer?
At higher levels, leaders are expected to weigh competing priorities, decide with incomplete information, and know what risk they are accepting with the call.
What changes when the room gets harder?
Pressure reveals a lot. We look at what happens to a leader's communication, confidence, thinking, and ability to hold a position when the stakes rise or someone more senior pushes back.
What evidence are the right people actually getting to see?
A leader may be doing substantial work while the people making larger decisions still see only one part of what they can do.
What are people actually willing to leave with this leader?
Authority becomes visible in the decisions, problems, people, and outcomes others trust someone to handle without stepping back in.
Ways to Bring The Positioning House Into Your Organization
Focused work around a specific leadership issue the organization is already seeing.
Topics may include senior-level decision-making, communicating recommendations, operating across functions, authority, leadership through change, and how experienced leaders are being read.
Deeper work for a defined senior-leader population.
Programs are designed around what the organization needs leaders to do differently as their responsibility grows, rather than around generic leadership competencies.
Bring Positioning House systems and tools into your existing development strategy.
Selected leader populations can receive structured access to the methodologies, assessments, and decision tools used across The Positioning House.
Senior Leader Advisory for Organizations
Some situations involve a specific senior leader, leadership population, or organizational change that requires a closer read.
Advisory may focus on a leader whose responsibility has changed, a new leadership team, unclear authority, recurring decision-making issues, communication that is affecting how a leader is understood, or a shift in what the business now requires from its senior people.
Who This Work Is For
The work is designed for organizations supporting:
Vice Presidents and executives
Newly promoted senior leaders
Leaders moving from functional success into wider business responsibility
High-potential leaders preparing for larger roles
Succession populations
Leadership teams working through restructuring, transformation, or a change in direction
Why The Positioning House
A leader may have built a career by knowing the work better than almost anyone around them. Then the role changes.
Now they are expected to decide with less information, influence people they do not manage, make the recommendation instead of only supplying the analysis, and carry responsibility for outcomes that extend far beyond their own function.
That transition is where a lot of senior-leader development becomes too general.
Before founding The Positioning House, Alicia Perkins spent more than 15 years in recruiting, executive placement, and talent development, close to how organizations decided who was ready for greater responsibility. She has since advised more than 400 senior leaders privately.
The Positioning House brings those two perspectives together: what organizations need from senior leaders as roles expand, and what those leaders often need to change in how they think, communicate, decide, and use authority once they get there.
Start a Conversation
Every engagement begins with the business context, the leaders involved, what has changed, and what the organization needs to see from them that it is not consistently seeing today. From there, we determine what kind of work makes sense.