Coach the C-Suite: Five Masterclass Courses : simplebooklet.com

Message Designed for Series One: Orchestrating CEO Succession28 January - 26 FebruarySeries Two: Coaching a C-Suite Team9 April - 7 MaySeries Three:Designing Culture to Deliver Ingenuity 11 June - 9 JulySeries Four: Coaching a CEO6 August - 3 SeptemberSeries Five: Becoming and Evolving as a Chief People Officer 1 October - 29 OctoberConsultants in leadership,assessment, strategy, executivesearchChief People Officers and otherHR Professionals Board Directors who overseetalent, culture, and successionPrivate-equity or family-ownersassessing culture or determiningleaders for their companiesCoach theC-SuiteFor those whocoach - or aspireto coach-CEOs and theirteams2026Five Masterclass Series running throughout 2026

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When I first entered the field of coaching andfacilitation in 1990, there was no roadmap for what Iwanted to do. I couldn’t find anyone teaching how tocoach a CEO in real time, how to shape a C-suiteteam, or how to redesign an entire leadership culture.And even today — decades later — there arecountless generic courses in “how to coach” or “howto facilitate,” but almost nothing that prepares you forwhat it’s like to walk into the boardroom and workwith the people at the very top.That’s what this Masterclass series is for. It’s theprogram I wish had existed when I started. And it’sgrounded in the real, messy, high-stakes world oforganisational leadership — drawn from my 35+years working as a C-Suite executive, a leadershipconsultant to major institutions, and a coach toCEOs, executive teams, and high-stakes leadersnavigating real complexity.What makes these Masterclasses different is thatthey’re completely hands-on. I teach live, directly, andwith candour — drawing from hundreds of realproposals, culture assessments, team diagnostics,coaching session plans, and frameworks that I’ve builtand refined across decades of practice. I’ve curatedand codified my full intellectual property library to offeryou tools you can use immediately — whether you’recoaching a CEO, designing a leadership program, orpreparing to step into the highest levels of influence asa facilitator or a Chief People Officer or part of thePeople & Culture team. More than anything, I want this program to be part ofmy legacy — a way to pass on what I’ve learned tothose ready to lead and influence at the very top. Ifyou’re drawn to the work of building leadership, not justfollowing it — I hope you’ll join me.Welcome-- I’m so glad you’re here!2Katharine McLennanwww.katharinemclennan.comkath@katharinemclennan.com11-minute introduction to the seriesCourse Website: https://coachthecsuite.training/

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“I’ve worked with Katharine on some of the most complex leadership challenges over the last 29 years.She is perhaps the cleverest and most capable person I have ever worked with. She brings insight,structure, and emotional intelligence to everything she does. When she speaks, she delivers ideas thatare clear, grounded, and just far enough ahead to change your thinking.”Page 3CEO Testimonials“Katharine was a driving force in the operational planning for the Sydney Olympics—and just aspowerful behind a microphone. Over the last 25 years, she has continued to bring the same focus,humour, and clarity to her speaking that she brought to every challenge we faced together. She’s oneof the best communicators I’ve ever worked with—and she always had a sense of what was comingbefore the rest of us saw it.”“Katharine has advised me and my executive teams on leadership and culture for over 15 years. Icontinue to rehire her for her exceptional coaching, facilitation, and speaking impact. She doesn’t justtalk about leadership when she's on stage—she makes you feel it. Whether addressing 10 or 300people, she brings clarity, energy, and insight that sticks—especially about where leadership is headednext.”“Katharine helped shape our global people and culture strategy during my tenure as CEO ofCochlear. She made an everlasting impact on the global business and our multicultural organization.Her style is sharp, heartfelt, and deeply relevant to today’s business leaders. She brings vision andhumanity to every conversation—and a rare ability to connect today’s choices to tomorrow’srealities.”“Katharine is one of the most knowledgeable, inspiring and engaging speakers I have ever met. I havebeen inviting Katharine to guest lecture at the University of Sydney Business School for over seven years.Her insights on neuroscience and leadership are among the most powerful learning experiences. Herclasses are a truly transformative experience for everyone, and her passion, connection with the audienceand wealth of knowledge are truly unique!”“I worked with Katharine for four years during the lead-up to the Sydney Olympics—some of the mostcomplex, high-stakes planning any team could face. Over the last 25 years, I have seen her continuingto stand out for her strategic clarity, communication skill, and ability to keep people focused. Shecontinues to coach my own insight—especially around the future of leadership and culture. As aspeaker, she brings both sharp intelligence and grounded humanity.”“For four years at the Sydney Olympics, Katharine’s role was to meld 80 functions into one cohesiveoperation. It was a masterclass in leadership under pressure. She brought clarity, empathy, and calmto complexity—and now, 25 years on, I still draw value from her leadership and culture wisdom. As aspeaker, she combines strategic depth with human insight and a sharp, future-focused lens.”John Quayle, CEO National Rugby League and NRL Hall of FameJon Sutton, CEO Bankwest, CEO Bank of Queensland, CEO ScotPACBetina Szkudlarek, Prof of Intl Mgmt, University Technology SydneyChris Smith, Global CEO Cochlear; CEO NeoGenomics, Geoff Parmenter, CEO Events NSW, CEO New Sydney Waterfront John O’Sullivan, CEO Tourism Australia Ian Bottrell, Division President, USA for Jones Lang Lasalle (JLL)4

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18 hours of PRE-RECORDED VIDEOS for the seriesdelivered by Katharine McLennanStructure of EACH Masterclass SeriesEither Six Two-Hour sessions live online Two Days of in person Classroom Sessions (for clients who wantin-house training)12 Hours of LIVE TEACHING with Katharine ORTwo hour of live coaching 1:1 with KatharineAt-call access to Katharine via phone or email for questions duringthe series2 hours of 1:1 COACHING plus ON-CALL Q&Aaboutmybrain.com’s i4 Neuroleader™360 Assessment and 20-hour online course of each capability in the assessmentexplained via neurobiology Neuroscience-based 360 ASSESSMENT + neuroscience of leadership 20-hour online courseEach series will include 18 hours of recorded lectures whereKatharine describes theory, how-to and personal experiences ineach of the topics5ORAccess to the Coach-The-CSuite VAULTPre-reading for each module from articles and book chapterswritten by Katharine and other resourcesDownloads of Katharine’s 35-year library of proposals,workplans, questionnaires, reports, and workplans

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The definition of "succession readiness"The risks of not being succession readyArguing to your organisation or client the ROI of successionplanning, including proposal templatesCase examples of CEO succession done well and donepoorly The overall project plan of a succession project Agreeing on timing, process and scope with theBoard/OwnerAnalysing external strategic and competitive context andinternal organisationalneedsAssembling and presenting the ideal profile toBoard/OwnersDetermining the essential qualities and skills of thesuccessors with the current CEO, Board, clients, suppliersand experts in the industry, including sample questionnaire Identifying high-potential candidates--not just at the toplevelCommunicating the process to the candidates andscheduling interactionEnsuring relationships with stakeholders are strong --especially with CHRO and Board Nominations CommitteeCollaborating with executive search firms who are seekingexternal candidatesModule 1: Writing the Proposalfor a CEOSuccession ProjectModule 2: Establishing theideal successorprofileModule 3 Determining thecandidate poolSeries One:OrchestratingCEO Succession 6

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Module 4: Evaluating thecandidatesModule 5: Developing thecandidatesModule 6Selecting andTransitioning thenew CEO Interviewing candidates to assess potentialUsing psychometricsInterviewing manager, peers, direct reports, clients,suppliers, Board Directors, and other candidatesInvolving family if appropriateWriting the evaluation report Turning the evaluation into a tailoredproject plan ofdevelopmentGathering metnrow that the candidates can work with intheir preparationCoaching candidates -- not only for this role but also fortheir current role Facilitating the final Board SelectionCommunicating selection to candidates, organisation,marketEstablishing the transition plan for the selected candidateWorking with the executive search firm preparing theexternal andidatesPresenting the draft report to the candidate and final reportto Board/OwnerOnboarding the executive to ensure their first few monthsare effectiveCoaching the executive on an ongoing basis Planning the next succession in the context of lessonslearned7Continued...Exposing the candidates to Board, CEO, external stakeholders,analysts Series One:OrchestratingCEO Succession

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Understanding the most useful models of teameffectivenessApproaching the Board or the CEO on the argument forteam interventionsThe concept of "team" versus "group"Determining the intersections of accountabilitiesSeries Two:Coaching a C-suite TeamReviewing market-available team diagnosticsUnderstanding the formation of qualitative research --interviewing of the key members and other stakeholdersPulling together your quantitative and qualitative dataincluding tools that are effectiveObserving teams in actionAnalysing team processes (meetings, comms, decisionmaking, tools to stay in touch, methods of remote working inteams)Designing and delivering workshops Module 1: Writing the Proposalfor Team ProjectsModule 2:Assessing theEffectiveness of aTeam Module 3: Interventions toincrease performance Communicating your findings through reports andconsultation Working with other teams in the organisationDesignating focus areas for each team memberCoaching the team leader for team performanceProcesses teams use to operate efficientlyHow we can define trust operationally 8

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Examples of one, two and three-day workshopsFacilitating team dialogue on vision and strategy -- nearterm, middle and long-termsEnsuring the next period of time is well constructedWorking with each pair of team members at defining mutualaccountability and how to strengthen itThe principles of great workshop design and deliveryCreative ways to work on how a team processes canimproveTrust exercises that have transformed teams over theyearsObserving teams in actionThe process of cascading through the teams of theorganisationDefining with he leader how they want to manage this team-- the focus, the time, the level of delegation, their own roleModule 4: Design variations onteam workshopsModule 5:Exercises you canuse in any workshopfor teams Module 6: Coaching teammanagers on teamperformance Continued . . .Constellation exercises that help teams visualise what isworking and what is notThe individual presence of the leader on the team Improving team processesBuilding trust between each pair of team members Examples of a year-long delivery of workshops ( quarterly)Icebreakers that are not cornyVision and values exercisesEstaablishing mutual accountability exercises9Series Two:Coaching a C-suite Team

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What is organisational culture? The six components of culture: covering what we do andhow we do it What does the research say on culture's effect onorganisational performance?Organisation Culture in the "Artificial Intelligence and HumanCreativity" Age Module 1: What is culture and itseffect on organisationperformance?Module 2: Understanding the 6levers that impactcultureModule 3 Diagnosing the healthof an organisation’scultureTools you can use to record interviewsOrganisational Structures and their effect on cultureOrganisation systems and processes impacting cultureHow the CEO provides clarity and inspirationTalent processes: attract, enable, develop, rewardThe way you engage the client/your organisation in thecultureThe online tools that are used today in culture andengagementQualitative methods of assessing CultureThe way you communicate to the organisation about thiswork being doneSeries Three:Designing Cultureto Deliver IngenuityHow leadership and management across the org affectscultureThe level of passion that people feel about the organisationThe grouping of people you want to interview and/or pollThe types of questions you want to ask in each of the sixcomponents of culture in your diagnosis10

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Tools to collate numerical and qualitative data Pulling out themes for each of the six componentsPresenting your detailed findingsPresenting an executive summary to the C-suite, Board,organisationIdentifying and coaching the culture champions who will bethe main communicators throughout the organisationOverseeing the champions as they present findings andworkshop local team actionsOffering questions and answers on findingsDesign of the different types of workshops you can run: atthe C-suite level, for the top 100, for middle management,for Culture Champions, for Board Addressing talent processesChanging systems and processesCreative ways to get the organisation fired up on culturethroughout the year Module 4: Writing up andcommunicating yourfindings Module 5:Reflecting with theorganisation onresultsModule 3 Diagnosing the healthof an organisation’scultureHow leadership and management across the org affectscultureConducting road shows to talk about next steps Hosting reflections on what makes people passionateabout their workCoaching the CEODesigning leadership/manageent programs to includeperspectives on culture11Continued . . .Series Three:Designing Culture toDeliver Ingenuity

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Module 1: The Evolution ofExecutive Coaching Module 2:Proposing aprogram ofexecutive coachingModule 3: The four keycomponents ofcoaching focusSeries Four:Coaching a CEOStrategic, vision, and values coachingTeam/cultural coaching Implementation / operational coachingIndividual PresenceThe history of executive coaching over the Industrial Ageand Information AgeHow executive coaching needs to evolve for the ArtificialIntelligence Age The effectiveness of coaching at the C-suite levelThe way organisations engage coaches The importance of supervisionAn annual agenda of content versus coaching in themomentA "menu" of coaching focus points that a coach can offerpotential clientsThe ethics of coaching in psychological distressThe pros and cons of live versus online coaching Setting up the coaching relationship 12

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Module 4:NeurobiologyComponents in thisnew ArtificialIntelligence Age Module 5:Assessing anExecutive as part ofDevelopmentModule 6: Real time practice ofcoacing in the session Continued . . .How to coach executives in the age of Artificial Intelligence Why neurobiology matters Educating our executives on neurobiology that willstrengthen their leadership Neurobiological conditioning -- devices and tools we canuse in our coachingThe types of online feedback tools availableThe qualitative research we can do The potential involvement of the executive's familyThe way to present your findingsConstructing a detailed development plan with milestones,outcomes, and suppliers of each componentsDetermining how to re-assess the strength of leadershipand see progress This session will be practice-oriented. By week 6, all of theparticipants will have taken their own i4 Neuroleadership360 and received their results. There will be plenty of time in between these rounds toreflect on what worked and what could be better--reflecting as a group. We will end by suggesting ways we can develop our coaching onan ongoing basis. We will use the results of the survey to do 10-minutepractices in groups of 3. One person will coach, one personwill be coached and one person will observe. Everyone willplay each role across three rounds. 13Series Four:Coaching a CEO

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The evolution of the Industrial Age to the Information Ageand now the Choice: Isolation versus Ingenuity Age The CPO as the Consigliere to the CEO and Board—building the People & Culture narrativeThe historic stages HR : from Administration to TalentStrategyAligning talent processes with culture and strategy forcompetitive advantageModule 1: The Strategic Role ofPeople & CultureModule 2: Mapping the End-to-End People ProcessModule 3: The four keycomponents ofcoaching focusOverview of the End-to-End Talent Framework (attract,enable, develop, reward, evolve)The ethics of coaching in psychological disUsing data,analytics, and intuition to inform people practicestressThe CPO as Talent Asset Manager, Talent Choreographer,and Talent CapitalistLeading a culture that nurtures collaboration, creativity, andcontinuous learningCreating fluid, transparent systems for succession,capability mapping, and career growthSeries Five:Chief People OfficerBecoming and Evolving as aBuilding an adaptable, dynamic organisation structure inplace of rigid hierarchiesThe CPO’s role in the broader ecosystem: integratingexternal partnerships, suppliers, and gig workersUnderstanding the intersection of People, Culture, andStrategy in an AI-powered world14

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Applying the six levers of culture (structures, talentprocesses, systems, CEO clarity, leadership practices, andpassion for purpose)Using your proprietary culture model to diagnose, design,and sustain cultureFacilitating culture transformation at all organisational levelsIdentifying, nurturing, and accelerating the top 2-5% of talentModule 4: Designing Culture asa CapabilityModule 5: Building Leadershipand TechnicalDevelopmentPathwaysModule 6:Operationalising thePeople & CultureFunction for ImpactFrom ad hoc development to a systemic approach: how tocreate clear leadership pathwaysIntegrating neurobiology, psychology, and new learningtools to elevate leadership potentialThe CPO as architect of seamless processes: recruitment,onboarding, performance, and rewardsMeasuring culture and capability health: beyondengagement surveys to real-time network insightsCreating a People & Culture dashboard that links talenthealth to business outcomesContinued . . . Designing internal and external development experiencesthat support growth, wellbeing, and resilienceDeveloping the next generation of CPOs: building yourteam’s future-fit capabilitiesCulture as the anchor for talent decisions and businessstrategy in the Ingenuity Age15Series Five:Chief People OfficerBecoming and Evolving as a

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Experience OUTSIDE as an Advisor to the C-SuiteExperience INSIDE on the CEO’s TeamIn charge of all 9 Business Units HR across CBA andTalent Learning, Acquisition and CEO Succession --90% of all HR -the highest ranking HR person atCBAExecutive General Manager, HRHead of Operational PlanningDirected the operational planning for 40+venues of Sydney Olympic Games , creatingthe operating model still in use today Designed and delivered an academy for five levels ofleadership across 27 countries -- covering 2-5 day programsfor 800+ people/year Head of Global Leadership AcademyGlobal Senior Vice President, People & CultureIn charge of all HR and Talent across 30 countries,Katharine led a cultural transformation that shifted country-led silos into a cohesive, globally aligned organisationHead of Strategy & HRAustralia's Federal Government exportcredit agency -- where I directed both HRand Strategy With 35 years as a catalyst for leadership and cultural change, Katharine bringsa rare depth and breadth of experience to the leadership, talent, andtransformation field. She is known for her futuristic visioning, inspiring teaching,clinically informed psychology, and in-demand keynote speaking. Her work isalso marked by thought-provoking workshops, innovative program design, anda relentless curiosity that keeps her at the leading edge of her leadershipadvisory practice.Board DIrectorAdvisory Board MemberHead of Strategy and Deputy Chairman of BoardFive years on Board for working with peopleacross Australia facing depression, anxiety,trauma and chronic illness Five years advising the Dean and his team onstrategy and curriculum content for BusinessSchoolResponsible for developing and delivering the10-year strategy for "Y It Takes a Village" withour clients being youth at risk, homeless,domestic violence, and employment andtraining services Consulting in strategy across telecommunications,financial services, logistics and healthcareAssociate, Strategy ConsultingEstablished the Leadership Development practice ofPwC Australia, externally facing - designing anddeveloping large-organiation programsDirector, Leadership AdvisoryLed the Mettle Leadership Practice, designingand delivering leadership, talent, culture, andcoaching initiativesDirector, Mettle LeadershipDesigned and delivered CEO successionprojects at CBA, GPT, CSR, GIlbert and Tobin,Leighton Group (Leighton COntractors, JohnHolland and Leighton Aisa) Principal, CEO SuccessionMy clients over the years have included: CBA, GPT, Ergon Energy, PwC, AGL, Ernst & Young, Qantas, Macquarie Bank, Telstra,NBN, CSR, Leighton Group, Gilbert & Tobin, Minter Ellison, Bankwest, Bank of Queenlsand, ScotPac, illion, AMP, UBS, Westpac,Sydney Uni, UTS, Medicare/Centrelink and many othersCredentials16

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Breadth35 years of delivering a wide array of talent services: Culture Diagnoses and InterventionsCEO Succession: assessment, transition, and onboardingC-Suite Team Effectiveness DIagnosis and InterventionWorkshops across multiple days, audience size and levels of seniority - coveringstrategy, innovation, culture, vision, values Executive Coaching: sparring on strategy, operations, leadership and SelfExecutive and Private Psychotherapy: addressing depression, anxiety, trauma,substance abuse, relationship breakdownGlobal Leadership Academies Vertical developmentThe Neurobiology of Leadership and CoachingTalent Management StrategyThe Future of HR Career Progression The application of Ancient Philosophies on Human Potential A SET OF CREDENTIALS UNIQUE IN THE MARKET DepthUndergraduate degree with highest honours in Neuroscience and History (Duke University)Masters in Australian-US Political Science (UNSW)MBA with highest honours (Stanford University), focusing on Strategy and Corporate FinanceAn accredited psychotherapist through PACFA: Psychotherapists and Counsellors Federation of Australia, trainedby Jansen Newman InstituteBreadth and Depth of ExperienceA set of qualifications unique to the market Videos that might help to give you a sense of meCreating Brain-Friendly Workplaces for the AI Age3-Minute: Reflections on Culture in the Current AI Era 17

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For participants IN Australia: in AUSTRALIAN DollarsInvestment for each Series These prices are in Australian Dollars. Early Bird Discount of 10% available upuntil one month before the start of the series. Group discount of 10% for threeregistrations18OREach component’svalue in the marketAUD 3,000AUD 1,600AUD 1,000AUD 1,500AUD 400Package Value in the market IF bought independentlyAUD 7,500With 50% off what thecourse is worth in the marketYour Investment isAUD 3,75018 hours of PRE-RECORDED VIDEOS for the seriesdelivered by Katharine McLennanEither Six Two-Hour sessions live online Two Days of in person Classroom Sessions (forclients who want in-house training)12 Hours of LIVE TEACHING with Katharine Two hour of live coaching 1:1 with KatharineAt-call access to Katharine via phone or email for questions duringthe series2 hours of 1:1 COACHING plus ON-CALL Q&Aaboutmybrain.com’s i4 Neuroleader™360 Assessment and 20-houronline course of each capability in the assessment explained vianeurobiology Neuroscience-based 360 ASSESSMENT + neuroscience of leadership 20-hour online courseEach series will include 18 hours of recorded lectures where Katharinedescribes theory, how-to and personal experiences in each of the topics ORAccess to the Coach the CSuite VAULTPre-reading for each module from articles and book chapters written byKatharine and other resourcesDownloads of Katharine’s 35-year library of proposals, workplans,questionnaires, reports, workplans for the topic of the seriesPlus GSTParticipants in Australia

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For participants OUTSIDE of Australia: in US DollarsInvestment for each Series These prices are in US Dollars. Early Bird Discount of 10% available upuntil one month before the start of the series. Group discount of 10% for threeregistrations19ORUSD 2,000USD 1,100USD 650USD 1,000USD 250Package Value in the market IF bought independentlyUSD 5,000With 50% off what thecourse is worth in the marketYour Investment isUSD 2,500X18 hours of PRE-RECORDED VIDEOS for the seriesdelivered by Katharine McLennanEither Six Two-Hour sessions live online Two Days of in person Classroom Sessions (forclients who want in-house training)12 Hours of LIVE TEACHING with Katharine Two hour of live coaching 1:1 with KatharineAt-call access to Katharine via phone or email for questions duringthe series2 hours of 1:1 COACHING plus ON-CALL Q&Aaboutmybrain.com’s i4 Neuroleader™360 Assessment and 20-hour onlinecourse of each capability in the assessment explained via neurobiology Neuroscience-based 360 ASSESSMENT + neuroscience of leadership 20-hour online courseEach series will include 18 hours of recorded lectures where Katharinedescribes theory, how-to and personal experiences in each of the topics(access open for 12 months)OR12-month access to THE MASTERCLASS VAULTPre-reading for each module from articles and book chapters written byKatharine and other resourcesDownloads of Katharine’s 35-year library of proposals, workplans,questionnaires, reports, workplans for the topic of the seriesEach component’svalue in the marketParticipants outside Australia

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MODULE NUMBER12345SERIES ONE: How to Design and Deliver CEO SUCCESSTION Programs28 JAN5 FEB12 FEB19 FEB26 FEBSERIES TWO: How to Design and Deliver CULTURETRANSFORMATIONPrograms9 APR16 APR23 APR30 APR7 MAYSERIES THREE: How to Design and Deliver EXEC TEAMPERFORMANCE Programs11 JUN18 JUN25 JUN2 JUL9 JULSERIES FOUR: How to Design and Deliver CEO COACHING Programs6 AUG13 AUG20 AUG27 AUG3 SEPSERIES FIVE: Becoming and Evolving as a CHIEF PEOPLE OFFICER Program1OCT8OCT15OCT22 OCT29 OCTDates for 2026Each live session will be two hours online. The time will be set to beof most convenience for the participants in each course givenglobal time zones. 20

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Advising, facilitating, and coaching are an art — not a formula.From the ancient courts of emperors to today’s boardrooms, themost trusted leaders have always had someone behind them: thewhisperer, the sparring partner, the quiet strategist who helpsthem see what others can’t. One of the CEOs I worked for oncecalled me a consigliera — the wise counsel at the shoulder ofpower. And while this role demands nuance, discretion, and presence, it’snot mystical. It can be learned, practiced, and refined — especiallywith the guidance of someone who has worked at this levelacross decades.That’s what I hope to pass on through these Masterclasses: notjust tools and techniques, but the wisdom, presence, and couragerequired to work at the very top. As I move into my 60s, this isn’tjust a program — it’s my way of handing forward a legacy. Thirty-five years of deep practice, codified and made teachable, forthose ready to shape leadership from the inside out."Strategy without execution isa daydream. Execution without strategy is anightmare. But without a vibrant culture and leaders of integrity, neither can survive." — Katharine McLennanKatharine lived in the occupied West Berlin between1978 and 1980 and West Germany until 1982. Sheconsiders the fall of the Wall on 9 November 1989 apivotal historical event that continues to inform herleadership lensReady to step in? Whether you're looking to deepen yourcurrent practice or prepare for moresenior influence, I’d love to hear from you.Email me to receive a booking link ORto arrange a meeting where we can talkmore about your interest. kath@katharinemclennan.com Let’s talk about the kind of advisor you’rebecoming — and how this Masterclassmight support that journey.21www.katharinemclennan.com