Leadership Development

“Leadership is, at its essence, about influencing change that builds and enables the capacity of individuals and organizations to thrive” Ron Heifetz

The context for leadership today includes dealing with global forces such as diversity, interdependence and continuous change. To take advantage of these forces, leaders must build adaptive capacity. This requires ongoing practice with deep learning, personal growth and developing new competencies.

We help cultivate these competencies by using innovative and integrative leadership development practices that foster generative impact for leaders, their team, their organisations or community.  We use top diagnostic and formative assessments to support optimal and robust learning and development. To do that, we offer coaching and deliver training in the following domains:

  • Leadership skill development on all levels
  • Leadership effectiveness
  • Communication & feedback
  • Formal and informal decision making processes
  • Real time decision making support
  • Complexity thinking and vertical development
  • Teaching coaching practices (HR and Agile Coaches/ Scrum Masters)
  • Team development
  • Integrating reactive tendencies in relational workplace development
  • Insight training and innovation for teams
The developmental approach

We work with developmental models and find them helpful in many ways, especially when working with leadership development. We draw on models from different researchers, such as Susanne Cook-Greuter (ego/self development), Bill Torbert (action logics), Robert Kegan (orders of consciousness and immunity to change) or Theo Dawson and her team (Lectica/LDMA).

We work with developmental models where they are adequate in order to cope with ever increasing complexity in the VUCA world. Our focus is not on teaching people to think at “higher levels”. “Higher levels of performance emerge when knowledge is adequately elaborated and the environment supports higher levels of thinking and performance. We focus on helping people to think better at their current level and challenging them to elaborate their current knowledge and skills”  (Theo Dawson).

We support people, leaders, through capacity building of fundamental skills, like the ability to feel, the ability to direct one’s attention, to dis-identify from previously held viewpoints and identities, the ability to integrate projections and shadow material. This work is directed inwards, bottom-wards, lateral, around, but not necessarily “up”. In this sense, vertical development, just as happiness, can be a peculiar by-product and result of this kind of work. Often we have found that an over-emphasis of vertical development as “growth” is often both counter-productive and partial. This is why we hold “developmental logics” lightly.

Enabling people at any level to gain awareness around their personal patterns and the ability to dis-identify with un-reflected identities is the key for us.

This also has some implications for organisational development and systemic change work. This kind of work is fantastic for personal and leadership development, yet the approach of “one consciousness at the time” doesn’t scale well.

This is why we complement our development work with other approaches. We work with our clients to enable them to work in and with human systems and manage complexity and uncertainty. We work building capacities that enable them to participate fully and authentically in value creation and in organizational life with emergent outcomes and behaviors. We also work with approaches that engage employees and staff members of entire teams, departments, companies or communities. Read up on this approach here.




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