Leadership Programs

For organisations operating in a VUCA environment, traditional linear management is no longer enough. As research shows (P. Hall, 2014; HBR, 2011), modern matrix-based organisations need leaders who are curious, who experiment and encourage others to do the same, who collaborate well across silos, who can step beyond their own unit and organisation, and who build trust by being open about themselves.

Leaders who want to:

• —understand their leadership approach and styles in conditions of uncertainty, and recognise the patterns that help and the ones that get in the way;
• —communicate change more clearly and lead people through transition;
• —consistently strengthen the organisation’s “leadership bench” by developing their managers;
• —build the leadership skills needed to work in matrix-based organisations;
• —work effectively with different personality types;
• —see their organisation as a system and recognise the patterns that play out across levels, units and stakeholders;
• —work with their leadership team to find the leadership form that fits and to shape the culture they want.

When we work with leaders in long-term programs, we look for ways to put the learning straight into practice — shifting mindsets and changing day-to-day work habits. A few principles guide our workshops:

• —we invest significant time with the client before the program — exploring the organisation’s culture, goals and specific needs;
• —we involve the leaders themselves in designing the program;
• —we work with real cases, and in some programs leaders agree on concrete actions to implement back in the organisation;
• —between modules we run individual or small-group reflection sessions — these help leaders stay focused, motivated and confident applying new methods.

Participant motivation and engagement matter to us. We work from the principle that we don’t teach — participants learn for themselves. That is why we involve them in shaping the program and use a wide range of methods: self-assessment tools, skills practice, group work, simulations and self-reflection. Beyond skill-building, we look for less conventional, experiential and reflective approaches that help leaders make sense of the whole picture — their leadership perspectives, their experience and the inner blocks they encounter.

We draw on Shared Leadership, Mindful Leadership and Prosci Change Management, and use the DiSC® methodology.

1. 01Involving participants in shaping the program.
2. 02Learning sessions.
3. 03Embedding chosen skills and behaviours in real situations.
4. 04Small-group reflection sessions.
5. 05One-to-one coaching for participants.
6. 06Closing the program and mapping next development steps.