Our expertise
Only if you know and manage your own talents, weaknesses and ‘demons’ – leading yourself –can you coach and manage others – leading teams – and lead your organization. These leadership landscapes are often categorized under the heading ‘Leadership Development’…
…but in order to lead your organization you also need to know and understand what’s going on in the wider political, economic, technological and cultural environment and what that means for your market/sector/industry and for your own organization. These leadership landscapes are often bundled under the heading ‘Strategy Development’…
Many organizations fail to successfully strategize due to a disconnect to culture, leadership, history of the company. A lot of –often external brainpower – brings relevant analysis but this often stays sterile. Strategy as a top down planning exercise is all too often the approach of leadership that fails to recognize the complexity and diversity they operate in and the limitations of rational planning and control in that context.
The reverse is also true, leadership development often falls short of achieving its desired outcomes because it islimited to skills development and disconnected from the business and strategy conversations.
Our interventions always connect the ‘Leadership Landscapes’, integrating strategy and leadership development, and connect the Head, the Heart and the Hands.
Connecting the landscapes
The starting point can be the individual or the team, but we always connect these to the bigger picture of the strategy and purpose of the organization involved. At the other end of the spectrum, the starting point could be the co-creation of a new direction, identity or strategy for the organization, but we always do this in a way that leadership development and learning is involved…
We have developed particular expertise across these landscapes, more in particular:
- Reconciling personal and company objectives through coaching
- The transition to new styles of leadership as a result of the new rules of interaction
- The need for diversity and inclusive leadership at the executive levels
- Increasing the effectiveness of the organisation’s direction setting by engaging other voices
- The necessity for an alternative to strategic planning, one more suited for the complex environment
- Creating a sustainable financial world (with support of The Duisenberg School of Finance, Deloitte, European Leadership Platform, the Stewardship Foundation and VODW)
