A brief overview of the crisis of capitalism and what it means for coaches.
How we use conversation and reflection to mobilise distributed leadership.
Bringing to life in universities the value they create for society.
To lead is to eschew inflicting ourselves mindlessly on others.
“It is not by chance that Mark and Martin call themselves a ‘counter-consultancy’. There are no diagrams, no matrix and no pattern. This is about real attempts to find solutions to genuinely complex and tangled issues.”
David Harvey’s Marxist critique helps explain why we’re in the midst of a paradigm shift.
Atul Gawande draws on coaching to help the dying depart elegantly.
Brexit anxiety manifests in unexpected ways and can affect our relationships.
Universities have not had to justify their existence, until now.
The shareholder value model of capitalism is its own worst enemy. Inequality is holding back the recovery.
The employee-owned retailer puts the welfare of staff above any other purpose. It proves a good recipe for commercial success.
“The coaching process far exceeded my highest expectations. I liked your calmness and light touch with humour which helped me relax and trust you.”
The world in crisis is a context that leaders, and their coaches, can’t ignore.
Coaches and consultants should stand aside from corporate agendas to align themselves with societal ethics.
Universities need a more networked approach to leadership.
“He drew me out and made me think for myself and by probing my answers helped me get my thinking clear.”
Intensifying global competition in higher education will force universities to define more clearly who they serve.
Business schools are trying to reconstruct an ethical dimension to management that they previously undermined.
Workplaces are full of people acting out their defensive strategies..
We are too doing-focussed. We need more of a sense of being in what we do.
They need leaders who can hold uncertainty and give people space to think.
“I felt I was listened to and felt supported and as if someone was ‘on my side’ through a difficult time.”
Chris Grey’s Studying Organizations challenges fashionable nonsense of both managerialist and oppositional varieties.
Brexit signals the high watermark of the leadership culture of the past three decades.
Learning from An Officer and a Spy by Robert Harris.
A test case in public leadership.
Their role seems likely to become a central concern of politicians.
In the post-Brexit leadership vacuum, it’s time to set a new direction..
Leaders should stop invoking trust. It’s a quality that must be earned.
Busyness is a status symbol for some. For others, a curse.
A think tank paper from Will Morris proposes that all companies should have to publish a code of ethics.
Happier staff, loyal customers and a sense of contribution to society.
The corporate view of leadership is narcissistic and crowds out other models.
Merely to go along with an oppressive system is to enact it. So found Václav Havel.
Organisations are emotionally-charged places. But little of this ever reaches the boardroom.
We should respond to a day of infamy by checking our impetus to certainty.
Awaken to what is to subvert ossified organisations and groupthink.
The social and artistic purposes of the arts are closely aligned.
The social value of art comes to the fore in periods of distress.
Coaching is barely a profession, characterised by great diversity. In its fringes lie its relevance to the 21st Century
“Mark asks penetrating questions, the type that make you stop and think very hard.”
“You can trust Mark. He is committed and will not give up on you.”
The best managers can achieve in complex organisations is to muddle through elegantly.
Gary Hamel’s What Matters Now is an important contribution to the literature on social value.
Ever since the ancient Greeks, self-awareness has been a central theme of Western philosophy. Recent corporate reputational crises suggest that we should now apply this understanding to organisations.
Modern corporations should turn to Robert Greenleaf for ethical inspiration.
“I would very much recommend Vogel Wakefield as a team that gets quickly to the heart of an organisation.”
– Sandy Nairne, Director, National Portrait Gallery
We need places of stillness in which we can defamiliarise ourselves from our default modes of thinking.
How counter-consultancy eases the path to interdisciplinarity.
“Mark and Martin have taken time to understand how our business works and asked challenging questions about the kind of company that we want to be. Their open, relaxed style meant that we were able to get to the crux of certain issues.”
We are witnessing the birth pangs of something new.
Frederic Laloux celebrates the organisations that exist to nurture human potential.
Non-judgment is a cherished value. But judgment has its place too.
“Martin has been an excellent coach. He really pushed me hard to find my own solutions.”
Lived values say more about an organisation than professed ones.
Applying corporate ingenuity to social problems is a win-win.
“This has been the most useful piece of training or development that I have ever done.”
“They stayed with the work programme to the very end, despite numerous changes of direction and postponements. A very refreshing ‘consultant’ experience, conducted with mutual respect and in an atmosphere of trust.”
“Martin’s coaching helped me to value my own judgment and to feel more confident in applying this to tricky situations.”
The concept of public value is not just for the public sector.
Businesses face public demands to show how they create value for society. We offer a tried and tested framework for sustaining social value in your organisation.