concept

Most conventional approaches to organisation and leadership development see businesses as machines which leaders can ‘drive’, ‘re-engineer’, and ‘leverage’. Viewed from this perspective, leadership is a set of characteristics that need to be acquired in order to perform effectively, and leadership development an exercise in behaviour modification. The implicit assumption underlying all of this is that organisations can be controlled and ‘driven’.

We believe that the financial crisis and subsequent recession has demonstrated what can happen when such ideas are taken to their logical conclusion. Leaders and professionals that believe they are in control and all-powerful can too easily lose sight of their duties of service to the long term interests of clients and markets.

Our research, supplemented by years of experience developing high potential leaders, has led to the development of a radically different approach. We call this ‘developing sustainable leadership'.