TCC Overview

 "Never doubt that a small group of thoughtful, committed
people can change the world.
Indeed, it is the only thing that ever has."

Margaret Mead

Are you another leader who’s involved in the Teal Transformation but not the CEO? You may be interested in our Teal Leaders Circle. See more here.

Are you leading an organization committed to self-management and other new organizational concepts?

Are you finding it difficult to implement ideas such as Teal, Holacracy, Sociocracy, DAOs, Organizational Agility, and Conscious Capitalism while also keeping the company running during turbulent times?

Do you want to be inspired and challenged by exceptional leaders? Have you had relationships that have been transformative in your life and want more of those? Would you value being in a group of high-integrity founders & CEOs who are committed to creating a new way of working?

Do you wish you had fellow travelers on this adventure to reinvent what your organization–what all organizations–can be?

We can help.

Apply to join the TCC (Teal CEO Circle), where brave souls trek toward conscious leadership together. The TCC is designed by Teal entrepreneurs for Teal entrepreneurs. We are making a purpose-built community that will bring a ‘big tent’ approach to the future of human-centered work.

Contact us to learn more about TCC (Teal CEO Circle)

Interested? Got questions? Let us know!


Don’t know anything about teal, and its three pillars of self-management, holism, and evolutionary purpose? If you’re reading this, you likely know more than you realize. See our TCC guidelines, which flesh out this organizational philosophy more fully.

Our mission is to help leaders build conscious, successful organizations. By bringing together a group of thoughtful leaders committed to self-management (including role-based organizations), holism, and a strong sense of purpose, we believe it’s possible to accelerate progress and lighten your load.

This group will be a trusting, confidential, respectful, and intimate space for you to share your challenges and successes. We’ll keep it real about teal and its sister concepts. There will be passionate, challenging conversations. There may be tears, along with plenty of celebration and a lot of laughter.

You’ll gain perspective, intellectual stimulation, and emotional support from leaders who are similarly committed to building a purpose-driven, conscious business.

The TCC is facilitated by a veteran team of practitioners, coaches, and consultants who have deep experience in fundamentally new ways of working. The centerpiece of the Circle is a monthly meeting. This is a three-hour virtual gathering that features high-quality curated content, interactive experiences, and peer-to-peer learning. The curated monthly meetings enable members of the Circle to learn, connect, share, and develop.

Between meetings, an online private Slack channel supports the community through asynchronous exchanges.
Applicants to the TCC will be screened for qualities such as self-awareness, the courage to challenge peers in constructive ways, and the vulnerability to bring their own development to the group (See Guidelines).

The result will be a guided, peer-to-peer community that elevates your experience as a leader and speeds your journey to a more conscious, impactful business.

Leading an organization can be lonely, difficult and depleting. According to the Gallup Wellbeing Index, 45% of entrepreneurs report being stressed. What’s more, half of CEOs report experiencing feelings of loneliness in their role.

Natacha Neumann, former CEO of Teal food products firm Freche Freunde, told us: “It was lonely at the top as a CEO. And it was even lonelier journeying into a paradigm that other CEOs had not just tried and failed to do but warned me against.”Leadership challenges are magnified when you are flouting ‘conventional wisdom’ around power and authority. The journey towards a more conscious organization is a daunting adventure, with few role models or road maps.

Research finds that executive peer advisory groups, like the TCC, address CEO isolation and other problems such as energy, inspiration, and how to address tactical challenges from sales to people. As with other business leader groups, we will build camaraderie, cultivate trust, and provide ongoing learning opportunities–all in the context of conscious business. Together, we’ll advance toward truly soulful organizations.

Guidelines (See more here):

  • Founders or executive team members of a company committed to and already on the path towards self-organization or role-based distribution of authority
    • Apologies, but no coaching & consulting organizations. If you’re in a coaching or consulting organization and you’d be interested in being a partner, please drop us a message.
  • Be in a business with 20-200 employees.
  • Apply and be able to be a deeply contributing member of the Circle. To get started, email us at with the subject line ‘I’m interested.’

Group Size: 7-12 leaders


  • Facilitated monthly meetings:
    • Three hours on the last Thursday of each month. Suggested time 7-10 am PT, 10-1 ET, 4-7 pm CET.
    • 45-60 min – Check-in Ritual – 3-5 min per person on the top & bottom 10% (The most impactful highs and lows)
    • Learning Deep Dive – 50-70 min – Deep Dive on a specific challenge, problem or opportunity. Curated content is provided based on group members’ needs.
    • Peer presentations – 50-70 min –  One or two group members share on their largest business challenge. 
    • Check-out – 15 min – Logistics, what worked and what could improve, appreciations and commitments
  • Private Slack channel:
    • Continue the conversations a-synchronously
    • Channel is moderated by Circle facilitators

The community follows the Chatham House Rule. Specific comments from individuals in the Circle are kept confidential. But you are encouraged to take and apply your insights.

In keeping with our commitment to support this work, we offer some financial aid to exceptional participants who are unable to pay the full amount. We do our best not to turn anyone away because of financial need.

Meet the TCC Team

Travis is an author, facilitator, teacher, and coach. He founded the consulting firm Human First Works, whose mission is to help leaders build leaders. Travis facilitates a class at Stanford Graduate School of Business on interpersonal dynamics, which is widely regarded as one of the most influential courses at GSB. He is also the co-author of Lead Together: The Bold, Brave, Intentional Path to Scaling Your Business. In addition, Travis is a member of The Teal Team, which hosts the quarterly Global Teal MeetUps for the Americas.  

Rebecca is a veteran business executive and coach and is currently a principal at Human First Works. Rebecca has built successful outcomes in many organizations, including non-profits, start-ups, and public companies. Rebecca has three particular traits: vibrant curiosity, which has built a deep well of knowledge and contacts; the belief that any person can realize his/her best self in the right role; and a compulsion for action that drives positive outcomes.

Ed Frauenheim

Ed is about reinventing masculinity, organizations, and society. And about connecting the dots among the three for a more soulful world. He is an author, speaker, coach, and consultant. His writing has appeared in publications including USA Today, Harvard Business Review, and Fortune. Ed has a master’s degree in education from U.C. Berkeley and previously served as director of research and content at the Great Place to Work Institute. He’s co-written four books, including Reinventing Masculinity: The Liberating Power of Compassion and Connection. Ed also co-founded The Teal Team.

Elizabeth Solomon

Elizabeth is a certified Emotional Intelligence Coach, communications expert, and workplace strategist invested in equity and positive social change. Bridging business-oriented strategy and intuition-guided development, she has spent close to two decades at the intersection of organizational culture, storytelling, and leadership development. Elizabeth has master’s degrees in organizational psychology and counseling psychology from Golden Gate University. She is co-host of Daniel Goleman’s podcast, First Person Plural: Emotional Intelligence and Beyond; a former researcher and evaluator for the Great Place to Work Institute; and a member of The Teal Team.

Matthew Spaur

Matthew is a marketing and strategic communications professional with more than 20 years of experience spanning many industries including enterprise software, education, HR, energy, and publishing. Matthew is the founder of the advisory firm Marketing the Social Good. He earned an MBA from the University of Nevada, Reno as well as an MFA in Writing from Eastern Washington University. He is a member of The Teal Team, an editor of its newsletter, and a regular host of its Global Teal MeetUps.

Nora Fleischhut

Nora is an experienced and passionate coach and consultant with an optimistic, collaborative and innovative mindset. Nora spent seven years at PwC, where she became a specialist in transformation and organizational design. Nora creatively draws from fields including neurobiology, behavioral sciences, agile ways of working and psychology to help build the best workplaces. She aims to create more adaptable, human and joyful ways of working, enabling a change of perspective and raising our level of consciousness. Nora co-founded Teal Around Berlin to explore new ways of thinking, working and being.


TCC Organizational Guidelines

Even if you’ve never heard of teal, you and your organization may be a great fit for the TCC (Teal Ceo Circle).

There are a few core principles of the group. These are the three pillars of teal organizations: self-management, holism, and evolving purpose.

Let’s examine them one at a time

Self-Management or Role-Based Organizations – This is the idea that instead of brilliant individuals as the building blocks of organizational success, organizations are built on top of excellent teams. And these teams need to be vested with the ability to influence their own fate dramatically more than in a typical top-down hierarchy. This means moving from the executives having the majority of the decision authority towards the teams having the majority of the authority. Self-management also extends to individual team members. Examples might include self-guided role definition and professional development, and taking initiative through the advice process.

Holism – Holism is about bringing your whole self to work. It’s about being able and willing to bring your personal identity and your professional identity together. No matter whether you are a member of a dominant, majority group or a historically marginalized group, such as women, people of color and LGBTQ+ folks. Holism is also about realizing that gut instincts and feelings offer useful data for making sense of many situations. In practice, this can be as simple as starting meetings with a check-in. Further steps on the path often involve looking at what stops people from being their best selves and slowly removing those barriers.

High Purpose or Evolutionary Purpose – Organizations have their own sense of purpose that goes beyond mere profit-making and/or the founder’s ego. They align with a higher purpose, allowing individuals to connect with meaningful work that serves the greater good and contributes to the well-being of society. This purpose can and should grow and evolve over time, which helps the organization adapt both to the changing environment and the changing team that is helping bring the purpose to life. We are looking to attract organizations that have a meaningfully positive social impact, such as B-Corps, Conscious Capitalism organizations, or social enterprises.

Your organization should have aspects of all three of these. A willingness to focus on and improve is sufficient in Holism and Evolutionary Purpose, though being further on your journey will be helpful. You need to be at least part way on your journey towards self-management, because this is the value that is most obviously in contrast with a Taylorism ideal that people are most useful as cogs in a machine.

Specifically, we’re trying to create a group dynamic where you can both contribute to and receive from other group members. We ask that you be capable and equipped to navigate both the set of basic challenges that come from moving towards self-management as well as to offer insight into the more complex changes.

We are also forming a group that is meaningfully creating change. So we ask that you have meaningful and inspiring goals and that you are open to feedback and ideas from the group.

If you have any questions, we’re always happy to jump on a call and chat. Reach out to us anytime at