“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 organizations, or the community. We offer to coach 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 use science-based practical top diagnostic and formative assessments to support optimal and robust learning and development.
(Lectica.org, published in Theodawson.net)
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 so much on teaching people to think of “higher levels”, but on providing solid ground for growth. “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 on their current knowledge and skills” (Theo Dawson).
We offer coaching and development programs that transform the way leaders think – we integrate horizontal development (WHAT leaders know) with vertical development (HOW they think about the situation at hand and how they apply themselves as people to the situation at hand).
We support leaders and teams, 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 logic” lightly.
At the deeper end
“An organization can’t outperform its leaders”
Our approach to enabling leaders and teams at any level to gain awareness around their personal patterns and the ability to shift away from un-reflected blind spots or unwanted reactive tendencies proves a key for leadership effectiveness.
This work spreads to organizational development and systemic change work. 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.
And read here an article about Integral leadership: Creating and holding space
with quality of presence: WiPsy-3-2012_ReamsCaspari