Lucy Kellaway, at the FT, is chronicling a trend towards formality in business, which she puts down firmly to the recession. In recent columns, she has detected a rejection of the casual both in how people dress and in how they write.
Bringing to life in universities the value they create for society.
Organisations are emotionally-charged places. But little of this ever reaches the boardroom.
Leaders should stop invoking trust. It’s a quality that must be earned.
“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.
Applying corporate ingenuity to social problems is a win-win.
In the post-Brexit leadership vacuum, it’s time to set a new direction..
Brexit anxiety manifests in unexpected ways and can affect our relationships.
Atul Gawande draws on coaching to help the dying depart elegantly.
The employee-owned retailer puts the welfare of staff above any other purpose. It proves a good recipe for commercial success.
Gary Hamel’s What Matters Now is an important contribution to the literature on social value.
“Martin’s coaching helped me to value my own judgment and to feel more confident in applying this to tricky situations.”
Modern corporations should turn to Robert Greenleaf for ethical inspiration.
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.
“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.
The social and artistic purposes of the arts are closely aligned.
We are witnessing the birth pangs of something new.
How counter-consultancy eases the path to interdisciplinarity.
The world in crisis is a context that leaders, and their coaches, can’t ignore.
Brexit signals the high watermark of the leadership culture of the past three decades.
How we use conversation and reflection to mobilise distributed leadership.
“This has been the most useful piece of training or development that I have ever done.”
Coaches and consultants should stand aside from corporate agendas to align themselves with societal ethics.
Merely to go along with an oppressive system is to enact it. So found Václav Havel.
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.
David Harvey’s Marxist critique helps explain why we’re in the midst of a paradigm shift.
We are too doing-focussed. We need more of a sense of being in what we do.
Universities have not had to justify their existence, until now.
“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.”
A brief overview of the crisis of capitalism and what it means for coaches.
Chris Grey’s Studying Organizations challenges fashionable nonsense of both managerialist and oppositional varieties.
Intensifying global competition in higher education will force universities to define more clearly who they serve.
They need leaders who can hold uncertainty and give people space to think.
Learning from An Officer and a Spy by Robert Harris.
Awaken to what is to subvert ossified organisations and groupthink.
The concept of public value is not just for the public sector.
We need places of stillness in which we can defamiliarise ourselves from our default modes of thinking.
Universities need a more networked approach to leadership.
A test case in public leadership.
Frederic Laloux celebrates the organisations that exist to nurture human potential.
To lead is to eschew inflicting ourselves mindlessly on others.
“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
“He drew me out and made me think for myself and by probing my answers helped me get my thinking clear.”
Business schools are trying to reconstruct an ethical dimension to management that they previously undermined.
Non-judgment is a cherished value. But judgment has its place too.
“I felt I was listened to and felt supported and as if someone was ‘on my side’ through a difficult time.”
We should respond to a day of infamy by checking our impetus to certainty.
Busyness is a status symbol for some. For others, a curse.
“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.”
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.
The corporate view of leadership is narcissistic and crowds out other models.
“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.
Happier staff, loyal customers and a sense of contribution to society.
Workplaces are full of people acting out their defensive strategies..
“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 shareholder value model of capitalism is its own worst enemy. Inequality is holding back the recovery.
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