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