The Panoramic Leader: How Great Leaders See Differently
Cornelia Choe and Marshall Goldsmith
100 Coaches Publishing (July 2026)
How to develop and nourish panoramic intelligence within yourself as well as within others
Whatever their size and nature may be, organizations need high-impact leaders at all levels and within all areas of their operations. Cornelia Choe and Marshall Goldsmith wrote this book in order to help as many executives as possible to develop and nourish panoramic intelligence within themselves as well as others.
They explain: “At its heart, panoramic intelligence is about training yourself to see through more than one lens. It’s learning to consider the perspectives of the full range of stakeholders who affect your company — including others who wouldn’t traditionally be considered in stakeholder profiles.”
As I began to read this book, I was again reminded of what Roger Martin characterizes in The Opposable Mind, as “integrative thinking.” That is, each of those involved in making a decision has “the predisposition and the capacity to hold two [or more] diametrically opposed ideas” in mind and then “without panicking or simply settling for one alternative or the other,” helps to “produce a synthesis that is superior to either opposing idea.”
In recent years, the rapid emergence and development of social media has enabled organizations to become even more grounded in what has become an expanded reality. Only through an open and inclusive collaborative process can the use of social media enable any organization to tap the collective genius of its stakeholder constituencies.
When involved in processing information while making decisions, it makes sense to keep these points in mind:
o Recognize that “none of us is as smart as all of us”
o Tap not only the so-called wisdom of the crowd but also its leadership
o Use data and analytics to support – sometimes even make – decisions when appropriate
o Information technology enables and then supports better decisions
Choe and Goldsmith can help you achieve various strategic objectives such as these, each herewith prefaced by HOW TO:
o Formulate or revise the “map” your company needs to guide and inform its initiatives
o Regularly update that map to accommodate unexpected developments, notably crises
o Ensure that decision-making involves those best qualified
o Master and apply the GEM Method (Process and Cycle) within the Panoramic Leadership framework
o Set crystal-clear priorities
o Integrate them in your incentive plan as you build a workplace within which mutual respect and trust maximize high-impact communication, cooperation, and (especially) collaboration.
I think The Panoramic Leader is a brilliant achievement and congratulate Choe and Goldsmith. Bravo!
However, ultimately, the material’s value will be determined by how effectively you absorb, digest, and then apply the information, insights, and counsel they provide in abundance.
These are among their final thoughts:
“We challenge you to become a catalyst for change — someone who applies the ideas in this book to inspire and equip others with the tools they need to see the wider panorama around them, to connect new dots, and lead with purpose. When you actively teach, mentor, and guide others –creating an environment where people feel safe to take risks without fear of retribution — you multiply your influence and effectiveness, and you contribute to an ever-expanding circle of panoramic leaders.
“The future is in your hands. The ripples begin with you.”
Your move.
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Here are two suggestions while you are reading The Panoramic Leader: First, highlight key passages. Also, perhaps in a lined notebook kept near-at-hand, record your comments, questions, and action steps (preferably with deadlines). Pay special attention to the set of “Questions to Consider ” that concludes each chapter.
These two simple tactics — highlighting and documenting — will expedite frequent reviews of key material later.