Coaching for Complexity
Leadership is under increased pressure. Progress is frequently set back by an inability to adapt style and approach quickly enough to meet both increased complexity as well as shifting demands.
We aim to help leadership – teams and individuals – find fresh approaches that are fit for the world we live in.
What we do is spurred by several themes that directly impact leadership adaptability::
- context & interactions: performance is the result of the context in which leadership finds itself and the systems of interactions between people, not just individual characteristics;
we explore the situations facing people and teams, how effectively they manage their interactions, how they got to where they are now and the implications for future actions.
- influence: leadership is increasingly about influence as much as authority; there are many, often subtle and overlooked, levers we can exercise;
we explore people’s influence, where it comes from, how they use it and what can be done to strengthen it to help achieve stronger results.
- values and culture: values and culture impact performance and long-term adaptability;
‘nothing changes unless behaviour changes’, and behaviour is strongly influenced by the values and beliefs held by teams and individuals. We use tried and tested techniques to identify the values and beliefs that drive current interactions and how these need to adapt in the face of changing circumstances.
- complexity: complexity science has much to say about leadership and the way organisations adapt to the complex, uncertain and volatile world we live in.
we explore leadership issues through the lens of the emerging science behind complexity, using unique questionnaires where appropriate, to see to what extent leadership can incorporate fresh insights into the ways they address new and shifting demands.
We work with ambitious and influential leaders and teams to help them adapt more readily and quickly to the changing circumstances they face.
We do this over a set time-scale – normally during the period of transition (frequently between 3-4 months) – using a combination of analysis, coaching and facilitation.
Through this time, we want control to lie where it should, in the hands of those who must make the change happen, and aim to disengage as soon as appropriate, usually as the new strategies start to become ‘the way we do things around here’.