Liz Crowley
- Specialism: Leadership Conflict Resolution, Difficult Conversations & Executive Communication Trust, Performance & Accountability Issues
- Track Record: Thomas Weisel Partners, Conifer Financial, Hirsch Philanthropy Partners, and consulting services provided to businesses in financial services, healthcare, technology and live music & entertainment.
- Offer: I work with CEOs and senior leaders when a key leadership relationship has become difficult, distracting, or hard to manage. I provide a confidential space to sort through what’s really happening, prepare for difficult conversations, and decide on the best path forward, whether that means rebuilding trust and performance or planning a respectful transition. My approach is practical, direct, and grounded in 25+ years of HR and executive advisory experience.
- Liz says: “The conflict may be between two people, but the distraction can affect the whole business. I help leaders get clear on what’s happening, decide what to do next, and get back to leading.”
- Try me: hrcollaborativesolutions.com
I was drawn to the Portfolio Executive Community because of the opportunity to connect with experienced fractional and C-level leaders who bring different perspectives and areas of expertise to the same kinds of businesses I support. Much of my work with CEOs involves sensitive leadership issues that often intersect with operations, finance, growth and strategy, so I value having a strong network of trusted peers to learn from, collaborate with and refer to when appropriate. I also hope to be a resource to other members when a client is dealing with leadership conflict, a difficult people issue or a situation that is consuming too much of the CEO’s time and attention.
My career started in financial services, initially in operational roles before moving into senior HR leadership, where I spent more than 25 years helping leaders navigate complex people and business issues. Over time, I found that some of my most valuable work involved helping CEOs and senior leaders think through difficult relationships, conflict and high-stakes decisions. That became the natural foundation for the advisory work I do today.
One of my earliest successes was learning how to help senior leaders navigate difficult relationships at C-level in a way that led to a productive outcome. Sometimes that meant rebuilding trust and improving the working relationship. Other times, it meant helping to create a thoughtful, respectful transition out of the company.
Along the way, I’ve learned that the hardest leadership issues are rarely just about the issue itself. They’re usually about trust, communication, expectations and the ability to have an honest conversation before things get too far off track. I’ve also learned that there isn’t always one “right” outcome. Sometimes success means repairing the relationship, and sometimes it means recognising that a respectful transition is the better path forward.
It’s working for me now because I’m focusing more intentionally on the work I’m best at and enjoy most: helping senior leaders think clearly through difficult, high-stakes people situations. I’m also at a point in my career where I can draw on decades of experience, pattern recognition and judgement without overcomplicating the solution.
Looking ahead, I hope to continue building a practice centred on the work I find most meaningful, helping CEOs and senior leaders navigate difficult leadership situations with greater clarity and confidence. I’d also like to build strong relationships with other experienced executives so we can learn from one another, collaborate when it makes sense and become trusted resources for each other’s clients.