Jump to content
Jennifer Garvey Berger

Jennifer Garvey Berger

London, UK

Jennifer believes that leadership is one of the most vital renewable resources in the world. In this topsy-turvy time, when uncertainty, complexity, and ambiguity are raging, we need a new form of leadership for a new era. To that end, Jennifer designs and teaches leadership programs, coaches senior leaders and their teams, and supports new ways of thinking about strategy and people. In her four highly acclaimed books, Unleash Your Complexity Genius (co-authored with Carolyn Coughlin), Unlocking Leadership MindtrapsSimple Habits for Complex Times (co-authored with Keith Johnston), and Changing on the Job, Jennifer builds on deep theoretical knowledge to offer practical ways to make leaders’ organizations more successful, their work more meaningful, and their lives more gratifying. Jennifer has worked with senior leaders in the private, non-profit, and government sectors around the world (like Novartis, Google, KPMG, Intel, Microsoft, Wikimedia, and the New Zealand Department of Conservation).

Jennifer is a co-founder and CEO of Cultivating leadership. She has a masters and a doctorate from Harvard University. Formerly an associate professor at George Mason University, Jennifer learned about deep change more than a decade ago when she turned down the tenure offer and moved to a small seaside village in New Zealand with her husband, two kids, and the family dog. While she still considers herself a Kiwi by choice, you can find her in the French countryside, where she has bought a house with eleven friends who live in community and try to keep the dog from terrifying the cats.

These Leadership Development Programmes were so successful they were expanded to the whole Natural Resources sector in collaboration with these agencies. This was the most innovative and successful leadership and culture change programme I have been involved with or seen in 17 years of developing leaders in organisations. Working with Jennifer and Keith, I learned a great deal about the field of Adult Development and changed and expanded my traditional preconceptions of how to develop the leaders we need for the future. More than skill development the programmes we implemented shifted mindsets of leaders and enabled them to manage their own views of the world.

Principal Advisor, Leadership Development Agency