sustainable leadership development

Most conventional approaches to leadership development see leadership as a set of characteristics that leaders need to acquire in order to perform effectively. In essence, leadership development is an exercise in behaviour modification. The implicit assumptions underlying this perspective is that leadership is synonymous with being in control of an organisation, and that businesses are like machines which leaders can 'drive', 're-engineer', and 'leverage'.

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 who believe they are in control 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 enable the development and integration of three core processes – reflection on action, psychological intelligence, and physiological wellbeing – helping leaders to access their highest potential. This, in turn, ensures a more abundant supply of top talent leaders with the ability to manage ambiguity and paradox. We focus on leaders' engagement with the culture of the organisation in a way that ensures they serve the long term health and performance of the organisation and its stakeholders, and grows their perspective, balance and wisdom.

developing a collective sense of leadership responsibility - a case study

A global professional services firm wanted to establish responsible leadership as a key brand differentiator. We worked with them to create a programme that would embed responsible practice as 'the way we do leadership round here'. The programme exposed emerging leaders from across the global firm to city slums and rural villages in Kenya, helping to re-frame their responsibilities as leaders. The programme became extremely popular and independent studies showed it fostered more balanced decision making, a greater sense of authentic leadership identity, and an increased ability to generate employee engagement and commitment.