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