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How to get your senior leaders asking to join your next leadership program.

Without fighting for buy-in. You clicked to learn how, so here is the short version on this page, and the full recorded session is ready the moment you want it. No sign-up date. No waiting.

There is one hidden assumption behind almost every senior leadership program. Once you see it, three things change about how you design for executives. Read the short version below, then watch the whole thing.

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Recorded and ready. Watch it in one sitting, or skip to the part you need.

Think about the last leadership program you ran for your senior executives.

The speaker was likely excellent. The evaluations probably came back glowing. People went back to their desks a little fired up.

Now the harder question. Six months later, what actually changed? Not what people said they'd change. Not a self-reported score on a survey. What changed in the decisions your executives made, in the results your organization produced, in the numbers your CEO watches?

For most programs, the honest answer is: not much. And what makes that painful is that your executives cared. You picked a credible vendor and a good speaker. The model itself was broken before you ever signed the contract.

The assumption

The goal of leadership development, most programs assume, is behavior change.

It isn't. The real goal is business results. And most programs have the measurement backwards. Business results are easier to measure than behavior change. Behavior change is devilishly hard to pin down.

So leaders aim for behavior change without realizing it's only a proxy for the results the organization actually needs. Then they settle for delivering instruction, because instruction feels like the achievable part.

That gap, between what programs are built to do and what organizations actually need, is where your opportunity is. Not behavior change, but real movement on the outcomes your organization already cares about.

The short version

Three secrets that change how senior leaders respond.

Secret 01

Train now, apply later is leaky.

A friend of mine is an HR director at a major university. Her team was stuck in conflicts that time was not healing. Good people who cared about the mission and could barely work together.

So she did what any thoughtful professional does. She brought in a well-regarded strengths assessment, the kind with real research behind it. And it worked. Sort of.

People sat in the sessions. They had those moments of recognition, the "oh, that's why she responds that way." The reviews came back strong. She was hopeful.

A year later, the conflicts were still there. Her department's results were largely unchanged.

Her official report called the program a success. Participation was high, satisfaction was strong, and people could name the framework. By the metrics she was asked to report, it was a success.

But she knew.

Her experience is the norm, and it has nothing to do with the quality of the training. There are three specific reasons even excellent training leaks away before the moment it's needed, and you have to see all three together before the fix makes sense. The recording walks through each one.

Secret 02

"I don't have time" is almost never about time.

I was part of a startup that had relied on investor capital for a few years. There were good signs, but the business still wasn't reliably profitable. Everything came down to one problem. I had to close sales. That was the ticket, and I knew it.

I had no interest in leadership development at that point in the business. I knew parts of my company were inefficient. I knew a number of things were less than ideal. The chaos and intensity were the price of startup life. I simply didn't have time.

Then I encountered a sales system that promised to solve the exact problem I was focused on.

It took several weeks to implement. It pulled my attention off other struggling parts of the business. It was expensive, and my resources were thin.

I found all the time it took.

My calendar never changed. What changed was that someone offered help with the problem I was already working on. There are three things sitting underneath "I don't have time," and none of them are about the calendar. What to do about each one is in the session.

Secret 03

Complex problems aren't solved by finding the right answer.

I worked with a CEO who was genuinely low ego, which is rare. When he didn't know something, he said so. When someone offered a perspective he hadn't considered, he listened.

He'd built a real company, and a good one. And he'd hit a wall. The market seemed to have put a hard ceiling on his growth, and revenue wouldn't move no matter what he tried.

So he went looking for the answer. He hired an expensive marketing firm with real credentials. He brought in a new marketing director. He went to his board, again and again. He hired a consulting firm to run a completely different strategic approach.

None of it worked. Not because the advice was bad. Not because the people were unqualified. He did everything he was told to do.

Eventually he stopped chasing growth. He decided the ceiling was real and settled for a lifestyle business.

He was capable. He had real resources. He had genuine humility. And still there was no breakthrough. The question no one could answer at the time was why.

What was missing was never an answer. He had a pile of those. What he never had was anyone to question the assumptions underneath the question he kept asking.

"I'm not here to answer your questions. I'm here to question your answers."

Rich Tyson · 36 years coaching CEOs

That is a different kind of help, and it runs on a repeatable process, four steps a leader can use on any problem at any level of complexity.

In the recording, Jared walks through each step, and shares the moment he used this process himself on one of the hardest decisions of his life.

Why it works

Why senior leaders start asking to join.

When you understand these three secrets and something shifts. When a program starts with the business outcome each executive already owns, gives them a process in the moment of need instead of a curriculum, and questions their thinking instead of adding to the pile of advice, senior executives start listening.

It stops feeling like one more thing on the calendar and starts feeling like help with what matters most to them. That is the moment buy-in stops being a fight.

See all three worked through in full →

The story behind it

Why Jared walked away from a company he loved to build this.

Before PACER, Jared Oates spent nearly a decade building a software company he was proud of, where people genuinely loved to work. Then one morning, an early meeting he had not scheduled taught him that two people he loved were being let go, and that he had somehow helped create the situation without being able to see how.

That question, why good people with good intentions still get leadership wrong, led him to write a book called Tension, sell his stake in the company, and start over. A later conversation connected him to Rich Tyson, whose life's work turned out to mirror the framework Jared had been building. PACER is what they built together.

Who's behind it

Two people, one process for thinking.

36

Years Rich Tyson has coached CEOs

11

Year average client tenure

Rich Tyson

36 years coaching CEOs. Clients stayed 11 years on average, not on a contract, but because the results kept coming.

Jared Oates

Two decades building companies and software. His framework and Rich's models turned out to be near mirror images.

PACER is what happened when they combined Rich's process with a 24/7 AI mentor and a human coach, so every senior leader can reach it at the hour they need it, on the problem in front of them.

Inside the session

What you'll get by watching.

The one assumption that limits almost every senior leadership program, and what to build instead.

All three secrets worked through in full, with real examples from real organizations.

The process your executives can use on any problem, at any level of complexity.

How a guarantee tied to business outcomes, not satisfaction scores, is even possible.

At the end, the pilot PACER is opening to a small number of organizations. Shared only if you want to go further, with no obligation.

About 85 minutes.

Watch it start to finish, or use the chapter markers to jump to the part you need. It's yours whenever you have time.

The answer is ready when you are.

You came here because the programs you've run haven't produced the change you needed, and because your senior leaders are skeptical of one more development push. The full session shows you how to change both.