Leading and Managing Culture Change Starts With a Shift in Thinking
Let Us Craft a Leadership Culture For Your Organisation
What Does This Look Like For You?
Leadership cultural development is more effective and sustainable when it’s part of a transformational and collaborative journey, rather than built around a series of learning events.
Our process starts with gleaning insights about your organisation’s unique culture.
We tailor programs and conversations to your organisation’s specific needs’ resulting in a complete customised leadership development journey for your organisation.
To achieve this we diagnose and deliver using the following four phases:
Phase 1: Language & Mindsets
Diagnose: Understand your goals and vision for what a culture of Interdependent Leadership looks like as well as the organisation’s context, history and dynamics at play. Identify important people to involve in the process.
Deliver: BIG Conversations, introductory discussions or webinars to build awareness of outcomes, establish new language, and illustrate the mindset required for Interdependent Leadership.
Phase 2: Skills & Behaviours
Most leadership development is focused on adding new tools and competencies, what might be called ‘horizontal development.’ However, ‘vertical development’ — developing, updating or changing a leader’s mindset and mental models — is equally important. Vertical leadership development is contingent on three conditions: ‘heat experiences’, ‘colliding perspectives’, ‘elevated sense-making’.
Diagnose: Big Conversations. Uncover and articulate the small set of non-negotiable behaviours to sustain your change goals.
Deliver: Facilitate interactive online or in-person coaching workshops and introduce the daily actions and behaviours to put the learning into practice. And continue with those Big Conversations.
Phase 3: Process & Norms
Diagnose: Big Conversations to survey the organisation to understand the challenges and barriers staff are facing as they strive to put Interdependent Leadership into practice. Uncover the norms, processes or messaging that conflicts or otherwise makes a healthy relationship with leadership difficult.
Deliver: Work with your people, leaders and processes to explore how we align organisational structures to relieve challenges and make Interdependent Leadership simply part of “how things get done around here”.
Phase 4: Sustain
Diagnose: Big Conversations to reflect on any progress, or lack thereof, towards achieving your goals and identify possible actions or adjustments to processes, norms and messaging.
Deliver: Make needed adjustments and work with internal comms, people development, and executives to capture and tell new stories of those to who risked, failed and learned. Focus upon developing an Interdependent Leadership culture – invite everyone in.
As a memory aid, establish and prominently display a physical artifact, relic or ritual that represents the shift towards Interdependent Leadership.