Adrian Koehler Takes New Ground Reforming Executive Leadership


We live in a period of universal transition that is unrivaled by any point in human history. Between the global pandemic and the Great Resignation, the collective mindset has permanently shifted. The fact is that people simply aren’t willing to follow weak leaders anymore – those who would rather put issues on the backburner until they boil over rather than putting forth the effort to address them on a personal level. In the past, such a dismissive approach has cultivated toxic environments time and time again, turning innumerable companies into corporate meat-grinders and hotbeds of moral descent and power-trips.

Thus, the employment crisis we currently face isn’t an economic issue, but rather a leadership problem. Though even before the events of 2020, one could say that all business problems were symptoms of human problems – this fact simply wasn’t as evident then as it is today. Inspired to create an antidote for the market, co-founders Adrian Koehler and Dan Tocchini established the global executive leadership coaching and training firm, Take New Ground. With 15 and 40 years experience in the field respectively, the two founders pooled their resources and dedicated themselves to helping as many business leaders as they could. And with the global market as it is now, their in-depth, no-holds-barred, results-driven consulting is more relevant now than ever.

Even TNG’s most brilliant and ambitious clients admit to taking shortcuts or avoiding crucial conversations that have kept them from launching themselves and their leadership teams to the pinnacle of efficiency. This is where Adrian and Dan’s service comes in. As Koehler puts it, they “specialize in getting to the core issues in business productivity, which is always found in the intersection of human potential and responsibility.” With each client, the TNG team begins by surgically analyzing the issues to get to the core breakdowns. The next step is to acknowledge these breakdowns as strategic choices with payoffs that no longer justify the cost. After framing these threats as tangible, Take New Ground proposes a new plan that will encourage participation in realistic, honest, and organic discourse. If someone is willing to have a deep level of ownership through these steps, a whole new realm of possibilities becomes available, as if by magic.

It’s no magic though. Other firms take an optimistic approach that focuses on treating the symptoms rather than the disease itself, creating a feigned sense of stability and unrealistic expectations for the client’s future goals. “Since most firms want to deal with surface problems,” Adrian says, “they will only generate surface solutions.” This method is an unsustainable way of simply brushing things under the rug to make way for whatever pileup tomorrow brings. On the other hand, Take New Ground applies genuine, human-centric coaching and training programs that dig for causal factors of both major problems and potential blind-spots at their core. More often than not, these tend to be located at the crossroads of unfulfilled potential, lack of accountability, and the natural human paradigm of focusing on one issue while leaving all others by the wayside, hoping this produces the best outcome.

Koehler and the TNG team are honest about their relationship with clients and uncompromising in their promise to not coddle with lofty ideals, so that they can help their clients help themselves solve the issues they’ve been too blind or scared to. “Even the most confident leader must deal with hidden personal insecurities if they are to generate unprecedented results through others,” says Koehler. Ironically, “embracing these fears,” he says, “generages a level of groundedness, humility, and invitation that makes a leader’s brilliance approachable and establishes a platform for others to grow and evolve.”

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