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Laurence Monnery’s passion is to help leaders be the best they can be. After 10 years in corporate roles followed by 20 years at Egon Zehnder working with senior leaders across countries and organisations, she is convinced that there are huge gains to be had from better supporting leaders in unleashing their full potential. Since becoming a Certified Business Coach with the Worldwide Association of Business Coaches, she has been leading the efforts to build Egon Zehnder’s capabilities in leadership development and has focused her client work almost entirely in this area. She works one-on-one with senior leaders and as faculty in programs, including the transformational leadership programs the firm runs jointly with Mobius Executive Leadership.

Helping leaders discover how much more they have within themselves than they ever realized is always very satisfying. Helping them bring it to bear in their leadership is what unlocks significant value.

Laurence believes it is the combination of sharp understanding of the demands of the business world with an ability to tune in with leaders at a very personal level that makes her and her colleagues’ work with leaders particularly powerful. This includes bringing the world’s best transformational practitioners when needed. Together, these create more value than other single-focused interventions. This is particularly true in this fast-changing and very uncertain world. Laurence has trained with some of the leading practitioners in the field, including Carol Kauffman (as Supervisor and Chair of the Institute of Coaching at Harvard), Erica Fox (author of Winning From Within), Bob Kegan and Lisa Lahey (Adult Development and Immunity to Change), Jennifer Garvey Berger (Growth Edge and leadership in times of complexity), and Jen Cohen (power of somatics), among others.

Laurence is French born, French and American educated, with an MA in business economics from ESSEC and an MBA from Harvard Business School. She has spent most of her career in the UK, where she lives with her family. She has not lost the attachment to her native country and loves retreating to the Alps for some skiing in the winter and to Provence for the smell of lavender and the shine of sunflowers in the summer.

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Content by Laurence Monnery

A company with no passport

A company with no passport

Putting a global mindset to work.

To get diversity right, get potential right

To get diversity right, get potential right

Lisa Blais and Laurence Monnery explain what makes proper talent assessment a powerful driver in creating diverse organizations.

Great Expectations - How the cultural shift toward deeper diversity can succeed

Great Expectations - How the cultural shift toward deeper diversity can succeed

How the cultural shift toward deeper diversity can succeed.

Financial Times – Silencing the Inner Critic

Financial Times – Silencing the Inner Critic

Many leaders are aware of the misplaced inner voices that limit them, but struggle to address or silence their doubts and fears, reports the Financial Times. Egon Zehnder consultant Laurence Monnery advises such leaders to work on changing their mindset, where the inner critic resides.

Great Expectations – How the Cultural Shift toward Deeper Diversity Can Succeed

Great Expectations – How the Cultural Shift toward Deeper Diversity Can Succeed

In today’s broader understanding, true diversity is a diversity of perspective, and inclusion is what puts diverse perspectives to work in everything from making better decisions to tapping into diverse markets to fostering innovation.

Onboarding: The First Step toward Inclusion (Part 4 of 4)

Onboarding: The First Step toward Inclusion (Part 4 of 4)

Inclusion – the full integration of an employee into the life of the organization – begins with onboarding.

How CEOs Can Interview for Competency in Diversity (Part 3 of 4)

How CEOs Can Interview for Competency in Diversity (Part 3 of 4)

When hiring or promoting top executives, CEOs should not only insist on competency in diversity, but probe for it, just as they do for functional expertise or strategic acumen. A deft interview can make all the difference.

Diversity as a Leadership Competency at the Top (Part 2 of 4)

Diversity as a Leadership Competency at the Top (Part 2 of 4)

The ability to work across differences is a fundamental leadership competency for all top executives. What’s more, it is as concrete and measurable as any of the more familiar leadership competencies.

Small Mistakes with Big Consequences for Diversity and Inclusion (Part 1 of 4)

Small Mistakes with Big Consequences for Diversity and Inclusion (Part 1 of 4)

The business case for diversity and inclusion has won almost universal acceptance. Yet even the most well-intentioned companies often hit a wall when it comes to achieving diversity and inclusion in practice. Why?

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