Developing Skills and Knowledge with Action Learning

In the 1980s, pioneering management consultant Reg Revans published his two most famous books, The Origins and Growth of Action Learning in 1982 and ABC of Action Learning in 1983. These publications made him one of the most well-known and sought-after figures in business coaching and management consultancy in the late 1980s and early 1990s, […]

Are you a Digital Winner?

Are you a Digital Winner? This was the question posed by economists at Oxford Economics in its Leaders 2020 survey, which polled over 4,000 executives from around the world. Their aim was to study the impact of strong leadership on success in the 21st century digital economy, and the findings might come as a surprise. […]

Workplace productivity and the need for awareness: Part One

If somebody asked you for a one-sentence definition of workplace productivity, there is a good chance you would probably reply that productivity is the quantity of value produced divided by the time or cost needed to do so. It’s a serviceable enough definition, but there are good reasons for augmenting it with a twin-level approach […]

Collaboration at work

Everyone understands that collaboration at work is a good thing for an effective business, which is one reason why (according to HBR) collaborative practices in business have risen by over 50% in the past two decades. This is also because we live and work in an increasingly connected world. The virtual office now spans the […]

Effective relationships build success in the future

It is hardly a secret that effective relationships are any business’s greatest asset. Few would dispute this proposition, yet just as few act upon it. In too many cases, the business environment either fails to encourage the relationships that will help the company grow, or it is actively toxic towards them, destroying trust, increasing risk […]

Why difference ranks with diversity in organisations

Diversity in organisations needs to include intra-personal difference and a tolerance for constructive conflict. If an organisation’s future depends on its leadership pipeline and its staff’s talents, the right lenses for spotting potential really have to be in place. Last time, I suggested that diversity in organisations that didn’t force people to become clones of corporate identity […]

Why choose Gestalt organisational development?

When leaders want to make their organisations more efficient in realising strategic goals, many of them resort to behaviourist, carrot-and-stick approaches. However, there’s a big problem: despite all the scientific-sounding talk of “measurable” KPIs and clearly defined goals, many of these approaches fail to deliver. Most human beings dislike feeling manipulated in some way. But core to […]

A short introduction to systemic coaching (Part Two)

As we saw last time, if individual coaching rests on enhancing individual strengths, systemic coaching rests on the professional interfacing of those individual strengths. To return to the sporting analogy, a rugby team will achieve greater success by learning how to efficiently interface complementary individual skills with one another than if each individual alone sought […]

A short introduction to systemic coaching (Part one)

I’d like to spend a little time discussing a relatively new development in coaching: systemic coaching. However, before doing so, let’s take a little detour into the world of sport. Most people in the business world are at least intuitively aware that coaching had its origins in the world of professional sports. At the risk […]

Team coaching: moving from stagnation to functionality (Part Two)

What can be done when a group of intelligent and resourceful senior leaders appear stuck in a conflict-strewn deadlocked rut rather than functioning creatively and productively as a team? In an accurate observation, Gestalt consultant Herb Stevenson notes: “You cannot create real teams by convening a set of people and calling them a team.” Recognising […]