Keith Yardley

Keith Yardley PhD

Leader in Transition | Talent Management

Dr Keith Yardley is a senior executive coach, assessor, and leadership development consultant with over 20 years of experience. Keith’s coaching practice specializes in helping executives make successful leadership transitions. These transition scenarios include entering the c-suite, adapting to a new corporate culture as a senior hire, moving from contributor to player-leader, accelerating leadership growth as a new promote and becoming a franchise leader responsible for setting strategy.

Over the last 20 years Keith has driven initiatives in large complex organizations, Goldman Sachs and HSBC in Hong Kong, London and New York, to identify high potential senior talent and design leadership acceleration initiatives. For 12 years, Keith was the Vice President in the prestigious Pine Street team at Goldman Sachs. In this role, Keith designed and delivered world class internal executive assessment and coaching interventions and innovative executive leadership development programs for the firm’s Partners and high potential managing directors.

At HSBC Keith led strategy sessions for Country CEO’s, assessments for country CEO succession plans and managed a learning organization.  Keith, with colleagues, has published their organizational talent identification and development strategies in an Organizational Development journal and a Harvard Business School edited book.

Keith holds a doctorate in Business Psychology from Leeds University Business School and a bachelors in Management Studies and Psychology from Leeds University. Keith is an Associate Fellow of the British Psychological Society. His PhD thesis focused on how humans actually make decisions compared to the normative descriptions provided by economists.

When not working, Keith spends his time playing with his two children and spending time with his wife, Elizabeth.


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[Whitepaper] Leadership for the Future

For decades, business leaders have had to contend with competition, complexity, chaos, and continual change. Over the past 20 years, the scale and frequency with which leaders encounter these challenges have increased, creating a sense of instability many have struggled with. Now, it is clear that the future will be characterized by challenges exponentially more complicated than anything leaders have faced before.

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