Strong, balanced leaders are fundamental to the success of organizations. Similarly, robust vivacity – mentally, emotionally, physically and !relationally – is core to an individual leader’s longer term success. Clearly, such aliveness has a powerful effect on bottom line achievements over time.

Systematically developing a company’s executive talent pool while maintaining the kind of strong individualization that individual sparring partnerships allow, is a proven strategy for attaining leadership excellence at large.


At the root of our many years of success in working with high-level, and demanding executives in a global environment is our threefold focus:

  • KEY RELATIONSHIPS     Innovative glances at important relationships lead to:
    – Re-defining the current ‘inner circle’ of focus
    – Implementing a promising, intelligent strategy for enhancing each relationship in this circle – one by one.
  • KEY CHALLENGES     New perspectives on demanding issues at the core of an executive’s responsibilities let us deliver solutions that propel progress both in business and in leaders’ valued, personal learning.
  • KEY VITALITY     We link optimizing the essential interface between a leader’s mental, emotional and physical vitality – with opening healthy energy reservoirs to bolster the impact in an executive’s day-to-day life.

Here is a sample of the relatively rare:

SKILL COMBINATION that is available to Lauda for maximizing the development of individual clients’ leadership dynamics:

  • Understanding crucial details of how a leader’s mental, emotional and physical vivacity (fields of personal energy) interact with each other – and how to attain significant improvements in that crucial interplay when needed.
  • Knowing how to enrich a manager’s overall quality of leadership in ways perfectly attuned to his or her unique individuality. And this way grasping a leader’s one-in-a-kind growth dynamics in sync with his or her best route to often demanding on the go’ learning at-the-top.
  • Effectively translating all such attained improvements into the often decisive terrain of successful relationship dynamics.
  • Promoting the ongoing evolution of congenial authenticity at the core of an executive’s life – while he or she is faced with ever new professional challenges.
  • All the way removing unnecessary friction debris in a leader’s life.


Upon special request Tom, using his racing background, coaches leaders who wish to expand e.g. high-quality mental or emotional dynamics within a special milieu. Driving cars – and in exceptional cases racing cars – provides a special condition for training particular forms of mental and emotional skillfulness and alertness within the real-life context of relative speed – including a certain ‘pressure’ that comes with it.

Executive Boards – the Evolution Game

As one of the worldwide pioneers in coaching corporate management teams, Lauda’s work today is based on an extensive wealth of know-how in live interventions with top teams.

After years of a more traditional approach Lauda has developed an innovative service, Accelerated Co-ActionThis process lets top teams achieve more effective operating dynamics as a leadership circle – without having to become a ‘role model team’ overnight. Swiftly enhanced cooperation and relationship dynamics within a top group naturally results in higher co-effectiveness in the circle.

At the core of this Lauda process is the accelerated establishment of three qualities that great executive boards excel in:

  • UNIFIED INTELLECTS – an executive circle finds new ways for intelligently cohesive, genuine co-operation. In it improved pathways establish themselves for fusing decisive intellects effectively.
  • FOCUSED STAMINA – next, members of the executive circle add an element of strength (co-stamina) to their mental unity. Mutual support regains its positive momentum, and begins to pay dividends in terms of business (and, not entirely unimportant, in terms of fun).
  • DYNAMIC SPARK – a new level of shared spark turns ‘positively contagious’ beyond top management itself, directly impacting a larger pool of highly valuable contributors and talent. An agile and highly effective top circle convinces with its superior dynamics.

Accelerated Co-Action accommodates the following, frequent requests or needs:

  • Absolutely minimized additional time investment.
  • While many capable leaders today have become skeptics of generic team building efforts, most of them are open to engaging innovatively and “entrepreneurially” when the focus is on improving cooperative dynamics with well-selected others. Building mutual trust doesn’t happen overnight, but its development curve is critical here. A first, encouraging momentum arises and its further expansion eventually turns positively-contagious to the entire team’s work dynamics.


Examples of practical solutions 

Lauda takes responsibility for finding viable solutions for specific challenges, such as:

  • New, corporate strategies require swift implementation through motivated business unit leaders and their teams. Yet internal resistance slows down progress dramatically.
  • Management teams that are complemented by new members need to generate highly productive cooperation without much trial and error. The goal is to swiftly affect other important tiers/layers in the organization (business units, key talent/individuals etc.).
  • A business unit has difficulties reaching its goals. Strength in realizing important market opportunities becomes even more paramount, so does executing measures and strategy supportive of revenue increase. Yet, dedication to internal affairs and some ‘political’ activities are big obstacles. Now the call of the hour is to bring fragmented performance dynamics toward a shared, strong forward movement – swiftly.
  • Capable leaders generate great success with their own teams of direct reports. Yet those teams have a hard time generating smooth intersections/overlaps with other essential corporate teams. A Company Is Team attitude is the objective. It promotes a real-life demeanor that reduces friction and strengthens effective cooperation among teams that eventually decide upon the organization’s business success.
  • Upper management layers need to be complemented by valuable talent. Yet, the current leadership culture does not attract the best candidates. The logical starting point for top level talent attraction and retention is the dynamics in top and upper management.


Lauda’s exclusive Workshops are designed to accelerate the development of leaders and high-potentials. They combine lively interaction and highly relevant information with an element of one-on-one coaching to foster longer-term individual learning success. The workshops are rooted in the findings of many years of corporate problem solving, sparring of executives and of leadership teams, as well as in the findings of numerous “research dialogs” with outstanding leaders.

Overview of Workshop Topics

  • Four Towers of Strength – improving the interface of mental, emotional, and physical vitality, as well as winning authenticity at its core.
  • The Fire of Giving Presentations – enlivening content and key points with genuine emotion.
  • Dynamic Co-Leading– how dynamic and cohesive leadership circles impact their organization’s productivity.
  • Conflict Intelligence– learning to capitalize on the energy of friction.

Leadership Ethics in Tomorrow’s Generation

Tom Lauda has a strong personal commitment to how the next generation of leaders will develop. It is based on a heartfelt caring for preparing young people for future leadership responsibilities. All of Lauda’s activities at business schools internationally are rooted in this personal caring of Tom Lauda. His primary concern is facilitating an authentic, dynamic outlook on leadership that lets young potential leaders intelligently experiment with “leading others” and acquire advantageous skills.

Encouraging the development and enhancement of positive personal ethics is central – with both its mental and emotional components. Being in tune with the new generation’s unique spirit is important to Tom Lauda’s teaching. After all, it will be out of that very spirit that a new wave of capable and great leaders will arise. Tom Lauda’s refreshing style, candidness and unorthodox views have made him a favorite lecturer with many students.

Tom Lauda’s Teaching Activities

Dr. Lauda’s academic teaching record includes:

  • UCLA, University of California in Los Angeles, Anderson Business School
  • Case Western Reserve University, Weatherhead School of Management
  • Fordham University, Graduate School of Business Administration
  • Vienna University of Economics & Business Administration
  • University of St. Gallen
  • University of Geneva (HEC)
  • University of Sydney, Graduate School of Business
  • University of Western Australia, Graduate School of Management
  • Indian Institute of Management Bangalore (IIMB)
  • Art Center College of Design, Pasadena/Los Angeles
  • Diplomatic Academy of Vienna
  • Monterey Institute of International Studies.


“Tom is an exceptional teacher. The students responded very positively to his MBA course, which was demanding and well structured. Under Tom’s direction, the students improved their practical team work significantly and he also had a marked influence on their learning effectiveness.” – Murray Wells, Dean, GSB, University of Sydney

“Dr. Lauda has been essential in forming a unique team at our Strategic Management Department which works closely with the for-profit industry. Even years after his work with a group of professors, researchers and assistants the ‘spirit’ within the group can still be felt and keeps producing outstanding results, both for the academic and the business world.” – Rolf Eschenbach, Head of Department of Strategic Management, Vienna University of Economics

“In many years of collegial association and joint effort with Tom Lauda I view him as very effective and persuasive, especially in the development of high-performance teams and relationship management among leaders. I respect both his knowledge and his ability to transform this knowledge into effective practice.” – Fred Massarik (1926-2009), Professor, Human Resources, Human Systems, Anderson School of Management, UCLA