Leading Forward: A Conversation with HLG’s New CEO, Carol Zizzo
As Henley Leadership Group enters a new chapter, we sat down with newly appointed CEO Carol Zizzo to talk about what it means to lead through transition while staying grounded in purpose. Carol’s journey with Henley spans over two decades, and her leadership style—rooted in collaboration, creativity, and clarity—shines as she reflects on the values that shaped her, the deep partnership she’s built with founder Dede Henley, and her vision for the future. In honor of Women’s History Month, we’re spotlighting the kind of leadership that uplifts voices, embraces complexity, and invites what’s next to emerge.
What lessons have you learned in leadership that have stuck with you throughout your career?
“Well (laughing), the lesson I keep forgetting is that people pay attention to what I say and do now, not because anything significantly changed for me, but because people around me have made stuff up that it's different now that I am the owner of the business. They used to defer to Dede; now they defer to me.
{As a leader}, I believe in a healthy hierarchy when necessary, and I know it’s ultimately my responsibility to make decisions and provide guidance or 'call the ball,” but that’s not how I operate day-to-day. I’m much more collaborative and community-oriented than I am hierarchical. I can afford to do that because I have great people around me.”
How have you and Dede worked together to ensure a smooth transition for the team and clients?
“As a small business committed to growth and increasing value, our first goal was to prove that the business's health was not dependent on the owners. So, Dede stepped away from providing direct client work and business development several years ago. She turned her attention to content design, writing, and thought leadership.
We also hired consultants. We studied several different businesses going through founder transitions to learn what worked and what had failed.
When the time came for the sale transaction, we committed to a process that would honor the owners and the future needs of the business equally. This was unconventional, especially since we insisted on one legal representative for all interested parties. This allowed for transparency and a process that represented our commitment.
We created agreements to honor our 22-year partnership and guide us through the transition. The agreements were so important, and I looked at them daily. Whenever there was tension or stress, I used them to sort myself out—to remember what we said we were committed to. We made agreements with each other on how we’d work through the entire process of selling a business. That also meant educating the legal and financial teams we weren’t on for a traditional transition. Those agreements were
1. We agree to honor our path as partners and the source of our success.
2. We agree to engage in a way that delivers us to a profound sense of completion.
3. We agree to speak our truth even if it’s uncomfortable.
4. We agree to make time and space for our deeper sensibilities to emerge.”
Looking at your partnership with Dede, what will you continue to take forward for the future of HLG?
“Almost everything that is fundamental to our culture. I recently heard Ethan Kross, author of Shift: Managing Your Emotions …, in an interview, he talked about the people you seek advice from—your advisors. He broke them into two categories and specifically discussed what it’s like to vent with someone you trust. He said venting is good, but it doesn’t necessarily solve anything or move things forward unless that person can also expand your perspective after they hear you. That was key to my partnership with Dede. We could always complain and bring the hard stuff into our conversations, listen, and help each other expand our perspectives before moving forward together. I am working to carry this kind of good forward and to pay attention to what wants to emerge from the next generation of leaders. That's what's most important to me.”
How do you see Henley evolving in the next few years? Are there any new directions or initiatives you’re especially excited about?
“When I think about the future, what I'm paying attention to is that it's emergent, dynamic, and relevant. Can we manage our growth and stay responsive, progressive, and viable? When I think about my role in the future at Henley, it's to keep our mission alive, create stability during chaos, and grow in healthy ways.
I also envision that HLG will grow beyond my vision. I'm already watching that happen. We have always been a women-led company, which I envision will continue. I also believe that the men our leadership roles will empower and value this commitment. I say this because over the past 23 years of being a consultant, I have witnessed women more easily draw upon the value of intuition, relationship, connection and collaboration. Most progressive companies understand that their companies are healthier and more productive when we have balanced and diverse representation on every level.”
What advice would you give to leaders navigating change in their own organizations?
“If you don’t know William Bridges' work on transition, study it. It makes the case for managing change with full awareness of the impact on the people. Have clear agreements that serve the organization in place and honor them. Study other organizations and listen to stories about transitions. Slow down, take time to gather information, and draw thoughtful conclusions. There’s a lot of complexity—avoid short-term fixes and, if possible, be patient.”
What keeps you inspired and motivated as a leader?
“Witnessing our work in action. I am so inspired by what our team makes happen in a room and the feedback we get about the remarkable results of our work. Seeing the personal transformation is very moving for me. We have a great team, and I love being with them, but what truly inspires me is the impact of our work. It keeps me focused on what is possible instead of what is wrong or broken.”
How do you personally reset, reconnect, and reimagine when facing change?
“Resetting personally is always with music, painting, or poetry. Something quiet but not meditation. I do love listening to a facilitated meditation or doing something reflective. Free writing has been a productive outlet for most of my life. Abstract painting with acrylics lets my mind go. And, I do love a good Manhattan or escape trip to the casino :). Professionally resetting is often about building relationships within the team. If I sense something is off, I want it resolved as quickly as possible. That's a big priority for me.
Reconnecting to the vision or the bigger picture is usually an immersive experience. It's being in the room watching the team do their magic and having the chance to slow down. It’s camping, being outdoors, or in warm water, like in Maui.
Reimagining –All the big decisions we've ever made in this company happened in this way. They were not made sitting around a table trying to determine something. But letting our imaginations wander and coming up with crazy big ideas and then just seeing what we could anchor into, make something viable.”
As we celebrate Women’s History Month, what do you think is the most pressing leadership challenge women still face today?
“Well, for one thing, {there’s a} lack of sponsorship at the most senior levels of our organizations, companies, and even our government. I just don’t see a global push for what science and data have already proven—the importance of solid representation by women at the top. {Decisions are being made that will} undermine women for many, many years.”Our voices matter more now than ever.”
Carol’s leadership isn’t about stepping into someone else’s shoes—it’s about honoring the past while creating space for new growth. As she guides Henley Leadership Group into its next era, she brings both steady presence and a spark of imagination. From redefining what transition can look like, to modeling values-based decision-making, her story reminds us that leadership isn’t just about where you’re going—it’s about how you get there.
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