...Responsibly of course.
Our desired impact is to meaningfully contribute to a more understanding, connected, and equitable world. The stories and feedback our clients share with us, ensure we are in alignment with our purpose.
Our intention is to create leaderful teams and cultures where people consciouly use their power for meaningful connection and positive impact - both inside and outside of their workplaces.
A model for leadership and culture
Many of today's leadership and culture models focus on symptomatic pain points by exploring employee satisfaction, confidence, and engagement.
Following the credence that ‘all models are flawed, and some are helpful’, we are offering another way to understand leadership and culture by diving deeper to explore the underlying forces of systems, power, and human behaviour.
Core drivers and indicators of healthy cultures
Our leadership and culture model includes a core set of drivers, indicators, and competencies that we use in our work to create leaderful teams.
More specifically, we help teams to identify and solve deeply rooted leadership and cultural problems within the ‘intention- impact gap' - where the underlying causes of project failures, human suffering, and meaningful opportunity exist.
The ability to use power in a positive way to affect change.
As human beings, we regularly find ourselves in competition when it comes to getting our needs met, or our priorities to the 'top of the list'. Sometimes, this manifests into outright conflict if the stakes are high enough. Either way, the underlying dynamics and forces at play in all our interactions with others is the phenomenon of power.
Unfortunately, many of us do not have the awareness, skills, tools and resources, and sometimes the willingness to navigate the complexity of (the many) power dynamics we find ourselves in. So, we lean on old habits and behaviours, coping strategies, and tricks/short cuts we have picked up along the way.
Our work with teams is aimed at helping people to gain a deeper understanding of their power (e.g., what it is, how we get it, how to use it with skill and wisdom, etc.), for the sake of meaningful connection and purposeful impact in our lives.
The ability to use of power, values, communication, and safety to create meaningful connection and positive impact.
Being an ethical leader in the ever-evolving world of work, requires a level of awareness and ability to activate the right competencies, move people meaningfully, and create positive impact.
Increasing the level of 'leaderful-ness' on teams, nourishes the development of values-based and inclusive workplaces where people consciously use their power for meaningful connection and positive impact.
Our work is not about where someone is positioned on the organizational chart, but about how they take responsibility for the impact they create with their power.
The ability to operationalize of power and leadership through deep listening, meaningful dialogue, and purposeful direction.
Developing and maintaining open, safe, and fulfilling relationships is an essential skill for human-centred and systems-conscious leaders.
Our work aims to increase awareness and to develop skill through the exploration of existing communication challenges/opportunities and the introduction of helpful tools and strategies.
The ability to meaningfully connect and align needs, values, and hopes/fears across varying levels of system (the individual, team and larger collective).
You might have heard of (likely experienced) the “great resignation or reset”. We align more with the reframing of this movement as the “great realignment”. People have been experiencing and living through a global pandemic in their own way which has led to many of them making conscious choices to align their work with what is most meaningful to them.
Our work is aimed at (re)connecting people, both individually and collectively, to a shared set of cultural foundations (e.g., core values, purpose, vision). This work is also about connecting people to themselves and with each other. Meaningfully connected teams are more resilient, adaptive, and trusting.
The ability to navigate conflict and tension in a way that creates understanding, connection, and other positive outcomes.
The highest-performing teams embrace tension and conflict and use them in productive and healthy ways.
Our work explores four different types of conflict to help individuals and teams to cultivate the awareness, skill, and willingness to activate the benefits of healthy tension and conflict (think collaboration, innovation, adaptive capacity, and more).
The ability to improve well-being through the setting and holding of healthy boundaries.
When people are burnt out, overwhelmed, and/or frustrated, nothing else can matter. A team’s well-being - at work, at home, or in the community - is a key indicator of the impact that leadership and power dynamics are having on them.
Our work aims to locate the most meaningful actions that your leadership can take to create integrated, sustainable, and healthy habits for themselves and for their teams (e.g., rituals, boundaries, non-negotiables).
The ability to respond to change in ways that enable individuals and collectives to continue to thrive.
One of the highest levels and indicators of leaderful teams, adaptive teams face less friction and require less force when responding to change over longer periods of time. They demonstrate the awareness, skill, and willingness to respond to and shape meaningful opportunities.
Our work aims to help participants clearly articulate, challenge, and shift their thinking when it comes systems, strategies, leadership, ways of working, and more.