“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.”
Chris Grey’s Studying Organizations challenges fashionable nonsense of both managerialist and oppositional varieties.
Happier staff, loyal customers and a sense of contribution to society.
“You can trust Mark. He is committed and will not give up on you.”
We should respond to a day of infamy by checking our impetus to certainty.
How counter-consultancy eases the path to interdisciplinarity.
“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.”
We are too doing-focussed. We need more of a sense of being in what we do.
“The coaching process far exceeded my highest expectations. I liked your calmness and light touch with humour which helped me relax and trust you.”
“He drew me out and made me think for myself and by probing my answers helped me get my thinking clear.”
“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.”
The best managers can achieve in complex organisations is to muddle through elegantly.
Brexit anxiety manifests in unexpected ways and can affect our relationships.
Frederic Laloux celebrates the organisations that exist to nurture human potential.
Merely to go along with an oppressive system is to enact it. So found Václav Havel.
Intensifying global competition in higher education will force universities to define more clearly who they serve.
Busyness is a status symbol for some. For others, a curse.
David Harvey’s Marxist critique helps explain why we’re in the midst of a paradigm shift.
Workplaces are full of people acting out their defensive strategies..
Non-judgment is a cherished value. But judgment has its place too.
Leaders should stop invoking trust. It’s a quality that must be earned.
Organisations are emotionally-charged places. But little of this ever reaches the boardroom.
The world in crisis is a context that leaders, and their coaches, can’t ignore.
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.
Applying corporate ingenuity to social problems is a win-win.
A think tank paper from Will Morris proposes that all companies should have to publish a code of ethics.
The concept of public value is not just for the public sector.
“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
Their role seems likely to become a central concern of politicians.
Lived values say more about an organisation than professed ones.
We need places of stillness in which we can defamiliarise ourselves from our default modes of thinking.
We are witnessing the birth pangs of something new.
Brexit signals the high watermark of the leadership culture of the past three decades.
The employee-owned retailer puts the welfare of staff above any other purpose. It proves a good recipe for commercial success.
“Martin’s coaching helped me to value my own judgment and to feel more confident in applying this to tricky situations.”
Learning from An Officer and a Spy by Robert Harris.
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.
To lead is to eschew inflicting ourselves mindlessly on others.
Universities have not had to justify their existence, until now.
In the post-Brexit leadership vacuum, it’s time to set a new direction..
The social and artistic purposes of the arts are closely aligned.
A test case in public leadership.
Coaching is barely a profession, characterised by great diversity. In its fringes lie its relevance to the 21st Century
The social value of art comes to the fore in periods of distress.
How we use conversation and reflection to mobilise distributed leadership.
Universities need a more networked approach to leadership.
They need leaders who can hold uncertainty and give people space to think.
Modern corporations should turn to Robert Greenleaf for ethical inspiration.
Coaches and consultants should stand aside from corporate agendas to align themselves with societal ethics.
“Martin has been an excellent coach. He really pushed me hard to find my own solutions.”
A brief overview of the crisis of capitalism and what it means for coaches.
Business schools are trying to reconstruct an ethical dimension to management that they previously undermined.
Atul Gawande draws on coaching to help the dying depart elegantly.
“I felt I was listened to and felt supported and as if someone was ‘on my side’ through a difficult time.”
The corporate view of leadership is narcissistic and crowds out other models.
Awaken to what is to subvert ossified organisations and groupthink.
The shareholder value model of capitalism is its own worst enemy. Inequality is holding back the recovery.
“This has been the most useful piece of training or development that I have ever done.”
Gary Hamel’s What Matters Now is an important contribution to the literature on social value.
“Mark asks penetrating questions, the type that make you stop and think very hard.”
Bringing to life in universities the value they create for society.