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