Steve Lavner’s journey isn’t one you hear every day. From the spotlight of Off-Broadway stages to executive search firms and coaching rooms, he’s built a career rooted in guiding others—often from just outside the spotlight.
With a passion for storytelling, a talent for problem-solving, and an unwavering belief in the potential of people, he blends creativity and clarity to help clients navigate their careers with authenticity. In this conversation, Steve Lavner reflects on his path, the power of listening, and why “Yes, and” might just be one of leadership’s most underrated tools.
Tell us about your growing-up years. What is your earliest memory as a coach or leader?
I was always comfortable in a “number two” role. Whether it was helping someone study, writing a song with a friend, talking to someone through a breakup, or directing a play—I trusted myself more when the spotlight wasn’t on me. I didn’t recognize it then, but that tendency—to support, guide, and help someone get unstuck—was the beginning of my path as a coach.
At the time, it felt like a party trick: I could help you figure things out, even if I had no idea what I was doing with my own life. But that problem-solving obsession, especially when the problem wasn’t mine, turned out to be something people gravitated toward. Long before I ever called myself a coach, job hunters, colleagues, and executives were coming to me for clarity and direction. Over time, I realized it was an actual skill.
You’ve had a remarkable journey from Broadway to boardrooms. Tell us about that path—the detours, the storytelling, and coaching.
I studied acting and spent a couple of years doing summer stock in New England. I toured with a children’s theater company, performed in an Off-Broadway improv show called Grandma Sylvia’s Funeral, and did my share of Off-Off-Off Broadway productions. During that time, I was also writing songs and playing in a few New York-based bands.
I didn’t want to wait tables, so I started temping, which led to a day job at the executive search firm Heidrick & Struggles. About three years in, I booked Beauty and the Beast on Broadway. On paper, I’d made it.
But the truth? I didn’t love it. Acting is the kind of career where you start from zero every time a job ends. To stick with it, you have to be completely obsessed. And I realized I wasn’t.
What surprised me most was that the day job I took to support my acting turned out to be where my real passion lived. I enjoyed it. I was good at it. And it was something I could build into a career.
Ironically, getting cast in Beauty and the Beast wasn’t the destination, it was the detour. I still play gigs in local pubs, and I’m still writing songs. Songwriting is like solving a puzzle. Just like coaching.
What’s the first thing you help clients focus on when they come to you feeling stuck in their careers?
We’re conditioned to believe that our careers are unfolding as they should—that all the work we’ve put in must have led somewhere meaningful. So when people feel stuck, they often hesitate to question the role they’re in. There’s a quiet pressure to stay positive, stay grateful, or just keep going—without asking, Is this still what I want?
One of the most revealing places to begin is by asking, “What’s your dream job?” That question tends to crack something open. It gives us a reference point—not necessarily to chase, but to measure against. It reveals values, imagination, and what may have been lost along the way.
Once people feel permission to answer honestly, we can look at where they are now with much more clarity. Coaching isn’t about convincing someone to like their job—it’s about helping them understand themselves.
Lately, I’ve also been starting with a mock job interview. Those “obvious” questions? They’re tougher than you think—and incredibly revealing.
What’s been your biggest professional challenge as a coach and talent leader, and how did you grow from it?
The biggest challenge? Failure. Not just one—I couldn’t even narrow it down. But every misstep, tough conversation, or time I fell short taught me something I needed to learn.
Many of those lessons were about time management, setting realistic expectations, and truly respecting the process—not just for the client, but for the candidate too. Early in my career, I was eager to prove myself. I moved too fast, said yes to too much, and tried to be everything to everyone.
Over time, I’ve learned that clarity, pacing, and honesty matter most. Now, I focus on transparency and partnership. Whether I’m working with a coaching client or a search partner, I’ve found that people don’t need perfection, they need a partner. And that starts with being honest about what’s possible and what’s not.
What major shifts have you observed in the talent acquisition space over the last five years—and how are they reshaping career paths?
A lot has changed on the surface—remote work, skills-based hiring, a stronger focus on DEI, and of course, AI. But at its core, recruiting remains the same.
A mentor of mine, Paul Groce, said it best: “Find someone who can do the job, can get the job, and can succeed in the job.” That still holds up.
What advice would you give to executives looking to stay relevant and adaptable in today’s evolving job market?
Be flexible enough—and wise enough—to listen to new ideas, while staying grounded in the strengths and instincts that got you here. The most effective executives I’ve worked with know how to adapt without abandoning themselves.
That means being open to change, curious about what’s next, and humble enough to admit when you don’t know something. But it also means knowing yourself—really knowing yourself.
What are your strengths? Blind spots? What energizes you? What drains you?
The clearer you are about who you are and what you bring to the table, the easier it is to lead with confidence—and evolve with purpose instead of panic.
From acting, I learned: know your audience. You can’t lead in a vacuum. You have to read the room and meet people where they are.
And from improv? One of the most powerful leadership tools: “Yes, and.” When someone brings you an idea you don’t love, don’t shut it down. Say, “Yes—and here’s another perspective.” That mindset shift keeps conversations alive and drives better thinking.
Talk to us about your future. What is the vision going forward for Steve Lavner?
Honestly? I might need a coach to help me answer that.
Right now, I’m really enjoying what I do. I get to work with smart, thoughtful people, help clients and candidates find clarity, and solve interesting puzzles every day. I have a great family, and I still get to write songs and play the occasional gig.
Maybe that is the vision: to keep doing work I love, with people I respect, while leaving space for the other stuff.
Oh—and I’d still like to be a rockstar. So if you’re reading this, check me out on Spotify.
