Neal Whitten

Boosting your own performance

Grow Your Self-Awareness, Reinvent Your Value There’s a moment of hesitation surfacing today in organizations. Executives want middle managers to operate more cross-functionally so they can scale performance. Middle managers are waiting for permission from executives to activate their leadership voice and create more value. Written by leadership expert and coach Dan Gallagher, The Self-Aware Leader sharpens the self-awareness of middle managers to drive productivity and career growth.Gallagher presents a model that emerging leaders, middle managers, and senior executives can use as a catalyst to grow their leadership value. Based on empirical research and more than two decades of use, the model fully integrates a deep focus on self-awareness and reinvention with the practices of servant leadership and business transformation.This second edition includes additional thought exercises, new research on the Self-Aware Leader model and Generosity Quotient, and real examples of how increased self-awareness grows a leader’s value.

The Self-Aware Leader, 2nd Edition

When senior leaders confront a turning point—whether it’s launching a new strategy, navigating disruption, or aligning a global workforce—they often realize that they need new knowledge and skills to get them there. But it doesn’t take long to recognize that acquiring what they need will take more than conventional training. Increasingly, they’re turning to executive education programs designed specifically for their organization’s needs.“These aren’t academic exercises,” says Wharton Professor Peter Fader. “Organizations come to us when they’re trying to solve real problems. They want insight, but they also want traction.”Fader has worked extensively with custom programs developed for senior leaders across industries. These initiatives address challenges that go far beyond any one sector—strategic clarity, customer centricity, data fluency, and leadership alignment.From Reactive to StrategicMany organizations approach Wharton at moments of inflection. They may be reacting to external pressures—like new technologies, shifting customer behavior, or competitive threats—or trying to get ahead of them by sharpening their strategy.According to Fader, this often involves helping leaders move away from defining their value in contrast to competitors and toward a clearer articulation of their own strengths. “There’s a mindset shift happening,” he says. “Leaders are asking: What do we stand for? Who do we serve best? And how do we grow from that?”Nearly every sector is asking similar questions. From manufacturing to financial services, leaders want to use data not just to track performance, but to guide priorities and drive growth. These themes—customer lifetime value, segmentation, and decision science—frequently show up in Wharton’s custom programs.Breaking Silos and Building AlignmentAnother reason organizations pursue custom learning: the need to unify teams across silos, business units, or regions. Whether it’s a multinational seeking consistency across markets or a fast-growing firm trying to scale its culture, many companies use executive education as a vehicle to foster alignment.This kind of learning works best when participants aren’t just absorbing information but engaging with peers across the organization. “That’s when you see breakthroughs,” Fader explains. “People realize the challenges they’re facing aren’t isolated. They start sharing ideas, spotting patterns, and thinking collectively.”One simulation-based program Fader leads includes high-pressure, decision-making exercises that require real-time data analysis and teamwork. Participants report that this immersive format strengthens collaboration and sparks actionable insight. “We weren’t just learning,” said one executive participant. “We were testing ideas, applying frameworks, and having real conversations about how to bring them back.”Driving Accountability and ActionWharton’s approach goes beyond content delivery. Custom programs are designed with application and accountability in mind—from action planning exercises to post-program deliverables shared with senior stakeholders.“People need to leave with more than a notebook full of insights,” says Fader. “They need a roadmap—and ideally, a structure that helps them follow through.”That might include written reflections capturing key insights and next steps, structured peer feedback, or periodic check-ins. These tools don’t just reinforce learning—they build momentum.Learning That Keeps Up With ChangeAcross industries, the challenges may vary, but the pattern is consistent: Leaders want education that matches the speed and complexity of their environment. That’s where tailored executive learning shines. It creates space for exploration, connection, and experimentation—without losing sight of practical impact.“We’re not just here to teach,” Fader says. “We’re co-creating something that meets the moment.”Whether it’s a Fortune 500 company, an industry association, a fast-growing startup, or a global nonprofit, more organizations are recognizing that transformation doesn’t happen through generic content. It comes from learning that’s built for purpose—and designed to scale.

Neal Whitten

About