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"I am personally convinced that one person can be a change catalyst, a “transformer” in any situation, any organisation.Such an individual is yeast that can leaven an entire loaf.
It requires vision, initiative, patience, respect, persistence, courage and faith to be a transforming leader."

Stephen Covey, (b. 1938), Author & Entrepreneur

KEY SERVICES

• Team Effectiveness - The Group Work
• Organisational Effectiveness - The Frame Work

It is a naked truth, organisations can’t change, it’s the people in them that do. And it’s the leaders in organisations, those individuals charged with the people work of inspiring, engaging, influencing and challenging, who cast the longest shadows and are best placed to light the way.

Effective leaders know who they are, are aware of others, understand that their leadership work is people work is and find honour in service.

There is a fabulous story that Warren Bennis relates that underlines this point. In a foreword he wrote in Leadership Can Be Taught by Sharon Daloz Parks (2005), he notes a distinction made between two nineteenth century British prime ministers.

‘It was observed that when you had dinner with William Gladstone, you left thinking, “That Gladstone is the wittiest, the most intelligent, the most charming person around.”  But when you had dinner with Benjamin Disraeli, you left thinking, “I’m the wittiest, the most intelligent, the most charming person around!”  Gladstone shone, but Disraeli created an environment in which others could shine.  The latter is the more powerful form of leadership, an adventure in which the leader is privileged to find treasure within others and put it to good use.”

We work with leaders and leadership teams, building their capability from the inside out; working with them to:

Clarify the Work of Leader

• The purpose and role of leadership.
• Level 5 Leadership, Heroes or Helpers.
• Role balance.
• Work at the right level to maximise value.
• Provide goal and role clarity.
• Set the context for work and work the boundaries.
• Match capability to work complexity.

• Develop and agree core competencies.
• Define behavioural attributes.
• Build competencies into people systems.
• Align development programs to competencies.

• Build self awareness and acceptance.
• Develop emotional intelligence.
• Identify and live personal values.
• Challenge self limiting beliefs, thinking patterns & habits and replace them.
• Embrace personal choice and responsibility through achievement.
• Lead with authenticity.
• Use of the mirror and window.

• Explore the psychology of disengagement.
• Build retention strategies.
• Inspire a shared vision.
• Role model achievement.
• Build confidence and motivation.
• Delegate to set people free.
• Coach, question & converse.
• Observe, listen and provide feedback.

• Formulate and communicate a compelling case for change.
• Address the concerns of change.
• Manage resistance and adversity.
• Encourage & embed commitment.
• Build change resilience.

Execute Effectively

• Establish realistic, challenging and optimistic goals.
• Formulate problem solving processes.
• Maximise quality in decision making.
• Manage by objectives and through measurement.
• Learn through review.

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Thought Provokers

• Are you clear what is expected of you as a leader in this organisation?
• Does it align with what you expect of yourself?
• Do you know what your people need?
• Do they know you?
• Do you know yourself?
• What values and beliefs are most important to you as a person?
• What leadership work are you doing right now?