BOB BORCHERDT

Helps leaders Access The Unused Human Capacity in their organizations, impacting performance, productivity and profitability.

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Founder and CEO of IN2GREAT and Co-founder and CEO of The L- 21 Group

Co-author of Leading to the One (2023) and Author of Unused Human Capacity (2025)

Visionary behind the Clarity Based Leadership™ System

ABOUT BOB BORCHERDT

A visionary through and through. His deep passion for people and leadership led him to start IN2GREAT, a leadership development firm, in 2011 (www.in2great.com). Since then, the firm has grown and now includes a team of people who share his vision to see people become everything they are created to be.

Bob has been a leader, strategist, and business owner for over 35 years. He has a wide range of experiences including financial, marketing, sales and sales management. In 2023 he co-authored ‘Leading to the One’, a book designed to equip leaders to create cultures of clarity where people are engaged, developed and fulfilled. In 2025, he published Unused Human Capacity, a book showcasing his proprietary leadership system designed to equip leaders to access Unused Human Capacity™.

To many of his clients, Bob is a trusted advisor. He has worked with CEOs of large companies to head coaches of professional sports teams to small business owners and first shift supervisors in manufacturing. No matter the industry or the level of leadership, helping leaders understand their people at a deeper level has been key in helping them unlock their leadership potential. It has been said of him that he is a “leader of leaders and carries a message of hope.”

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"The leadership development industry, like most industries, treats symptoms instead of root causes. Why? Because treating symptoms is more profitable. It is the “easy” route, and we can feel like we are doing something."

- BOB BORCHERDT

SPEAKING ENGAGEMENT TOPICS

UNUSED HUMAN CAPACITY™

The hidden drain on your bottom line costing you over $25,000 per year per employee.

THE CLARITY MODEL™

A simple system to reduce organizational confusion by creating cultures of clarity.

LEADING TO THE ONE™

A simple system for effective one-on-one interactions that are the key to true engagement and employee development.

THE QUAD 4 LEADERSHIP™ MODEL

A groundbreaking approach for building better leaders at all levels in your organization.

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Jon Cooper
Head Coach
Tampa Bay Lightning
2020 and 2021 Stanley Cup Champions

My job as head coach of the Tampa Bay Lightning requires me to wear many hats. Game plans, skill development, leading and lots of public speaking are just a few of my jobs. But writing is not one of them. So, when Bob asked me to write the foreword in his book, I was a little apprehensive. Not because I didn’t believe in his leadership capabilities, but actually how I was going to put pen to paper articulately.

I hired Bob as a consultant in the fall of 2019. The previous season had been record-breaking for our franchise tying an NHL record for most wins in a season with sixty-two. Our year ended unceremoniously when we were swept in the first round of the playoffs by the Columbus Blue Jackets. We knew we had talented players and a great coaching staff, but something was out of alignment. This is when Bob came in. We needed him to help us fix our alignment.

Bob’s first job was to help me understand who I was as a leader. I needed to understand myself before I could lead anyone around me. We then moved on to the staff and finally the players. It was here we learned, using behavioral data, we are all not the same. We, as coaches, needed to interact with each other in different ways. The same was true with how we communicated with individual players. Everyone processes information in their own unique way. Bob’s tools continue to help us understand this and how best to communicate to each player in a way that makes sense to them.

Bob helped us understand as a staff that the greatest source of frustration is an unmet expectation. As we began to analyze the behavioral data of our players, we realized that we were expecting them to lead in a way that was not consistent with who they really were. In some cases, we were expecting them to do significant adapting, which takes energy and can negatively impact performance. Once we realized this, we were able to realign our expectations, create clarity, and eliminate much of our frustration.

We have since gone on to win two of the last three Stanley Cups. The work we did with Bob is a constant evolution and something that really has to become part of your culture. Even after the success we have had as an organization, you never stop growing as a coach and leader.

To win a championship, so many things have to go your way both on and off the ice. You also have to stay healthy. But in saying that, the players, coaches, and support staff need to be led properly and understand what is expected of them in a manner that they can process. Could we have won two Stanley Cups without the work we did with Bob? Sure, we could have. But looking back, I wouldn’t want to take the chance!

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