Inspired by frameworks that include the right use of power, design-thinking, and co-active coaching, our work with teams focuses on helping teams cultivate the awareness, skill, and capacity required for aligning intention with positive impact.
Because our work explores underlying systemic forces such as societal structures, power dynamics, and human behaviour, it typically requires teams to come with a certain level of openness to new levels of depth, breadth, and urgency.
The role of power in the workplace
Workplace power dynamics are shifting
The frequency and intensity of change continues to introduce new power dynamics and relational challenges that most leaders and organizations do not (yet) have the skills, tools, and strategies to navigate.
Employees are finding their voices
People are demanding clearer accountability and real action from their leaders and organizations to operationalize (or codify into culture) diversity and inclusion, connection and autonomy, and real change to outdated systems and ways of working.
Work is adapting to people's values
Personalized working environments, autonomous team structures, and genuine allyship, are examples of growing employee expectations for having more control over their work-lives.
Understanding our work
While the scope and flow of our work varies with the unique contexts and 'readiness' of the different teams we collaborate with, we see it as as three core waves coming together - each offering a series of connected activities that range in fidelity from foundational to personalized experiences.
Understanding your culture's (true) impact
Helping engage your team in meaningful conversations that lead to shared understanding, alignment, and agreement.
Cultivating new levels of awareness, skill, and capacity
Helping equip your team with learning and development experiences that deepen their connection, ability, and impact.
Operationalizing your team's new ways of working
Helping ensure the activation and traction of your team's impact plan(s) by meaningfully supporting their areas of growth.
Our work follows an approach guided by our values, and is described by our clients as agile, experiential, and feedback-informed. We refer to our approach as the 'Five D's for creating meaningful change'.
Discover. Be conscious of inferences, biases, and assumptions and choose to engage people in meaningful conversations to surface needs, values, and hopes and fears.
"What do we know about this from our team's perspectives?"
Define. Make sure that people are aligned on the understanding and meaning of problems, opportunities, words or terms, and any other signals that have surfaced.
"What is our shared understanding and agreement of existing challenges and opportunities?"
Design. Acknowledge the feedback, perspectives, and ideas that people have contributed, and clearly communicate the connection to what you will (and will not) be prioritizing as a team.
"What are we choosing to prioritize, and how might we approach this work?"
Deliver. Create the roadmap, get the right people in the right roles, and establish your ways of working. Do not forget to confirm agreement (different from understanding) and to set up accountabilty rhythms.
"How are we ensuring alignment, agreement, and traction"?
Debrief. Continue to have meaningful conversations - asking powerful questions, surfacing helpful feedback, and making important decisions - to ensure the alignment of intention and impact.
"What is here for us now, and what is next"?
In our experience, leaderful teams use some version of 'the Five D's' to adapt to — and even shape — change.