How We Work

“Change cannot come from “outside” or “above” … it has to come from “within”. We can only change ourselves. Leaders can trigger, promote, invite change by changing the environment (system) and coaching people throughout the process of adopting new behaviours. And leaders have to undergo the same process …”

The most challenging human endeavour: creating community around a common cause

Regardless of industry, size, not-for-profit or commercial … the complexity of bringing people together in an organisation in the spirit of human collaboration is one of the most challenging endeavours. Helping a group of people change the way of their dynamics to become more responsive, committed and innovative can be daunting and unachievable unless the right catalysts are in place.

“We become the catalyst for change; the trigger that challenges people into thinking in new ways, dare to explore and learn. We provoke the status quo of your current system”

We teach people, teams, managers, everyone in the organisation to become good members of the communities they form, creating a new system of interdependent collaborators. We teach them to change the paradigm of what it means to work together. By creating a team environment of psychological safety, we coach people into learning to collaborate, accept the uniqueness of every individual, and tap into the power of perspectives. They open up to new possibilities, remove limitations of old held beliefs and realise the power of collective energy and thrive on the “togetherness”.

We help people understand that we are all responsible for managing the system – as opposed to managing people. And that we are all responsible for leadership; when needed, everyone makes decisions, holds the vision, serves their community.

The organisation cannot “be fixed” with a machine-like approach into adjusting those components that are not working (aka: employees, roles) and mandate them to change the way they work by improving process, or “demanding” new behaviours

 

Every organisation faces similar problems, the need to achieve fundamental improvement in most of the follwoing areas:

– speed of delivery of products and solutions
– engagement with people from employees to clients to business partners
– culture turning from compliance and fear to commitment and courage to explore and innovate
–  market adoption, responsiveness, creation of value
– response and effectivness of decisions
– contact with reality, with the world around, with the social and environmental impact

Organisational Designers will point to a needed “change of culture”. And they will propose the steps around “testing” people’s personality traits, and labelling them in order to design “better work allocation, better tasking, reach to people’s strengths” … These are more often than not wasted efforts. People doesn’t just “change” when they see that they need to use “more of” or “less of” certain abilities or skills.

“We teach your managers how to stop managing people and start managing the system. Everyone has a responsibility to manage the system and the work”.

Change Managers will propose a top-down, structured, role or process based “change initiative”. These are also futile exercises, as people will neither accept change imposed in a top down model simply because “the management sponsors it”, nor adopt it if they see it as just another reorganisational initiative.

“In order for people to see improvement, they have to see them as opportunities for themselves; there has to “be something in it for them”; so that change is something that they own, they choose, they build, they are part of … they have to be “awareness creators” around the issues and at the same time, part of the solution. It has to be improvement by and for them”

“…We help your staff throughout the process of adopting, owning, promoting change, creating a better work culture by and for themselves. The people within your teams know best”. We create a participatory, democratic process of adoption of a new work system.

We don’t change things by figthing the existing reality. To change the current hierarchical power based system, we build a new network like system that makes the existing model obsolete.

Using a lightweight framework, we establish a new system that deems the old model obsolete. Your teams will adopt process to a minimal extent so that the key aspect of the transformation takes place: the mindset change. We work with the teams so that they design and adhere to their chosen principles. We coach them for accountability and showing the principles they promote. 

We combine aspects, values and practices of Agile, Systems Thinking, Lean Management, Teal Organisations, Management 3.00 and Radical Management that promote a new type of work relationship. Our process starts with training and reaffirms and enacts new behaviours by coaching teams, individuals and management for a period of time, until the behaviours become second nature. 

Using a lightweight framework, we establish a new system that deems the old model obsolete. Your teams will adopt process to a minimal extent so that the key aspect of the transformation takes place: the mindset change. We work with the teams so that they design and adhere to their chosen principles. We coach them for accountability and showing the principles they promote. 

We combine aspects, values and practices of Agile, Systems Thinking, Lean Management, Teal Organisations, Management 3.00 and Radical Management that promote a new type of work relationship. Our process starts with training and reaffirms and enacts new behaviours by coaching teams, individuals and management for a period of time, until the behaviours become second nature. 

Using a lightweight framework, we establish a new system that deems the old model obsolete. Your teams will adopt process to a minimal extent so that the key aspect of the transformation takes place: the mindset change. We work with the teams so that they design and adhere to their chosen principles. We coach them for accountability and showing the principles they promote. 

We combine aspects, values and practices of Agile, Systems Thinking, Lean Management, Teal Organisations, Management 3.00 and Radical Management that promote a new type of work relationship. Our process starts with training and reaffirms and enacts new behaviours by coaching teams, individuals and management for a period of time, until the behaviours become second nature. 

We are committed to creating your internal capability. The new way of working is owned by your organisation, and it is not dependant of ongoing “consulting” services

Our goal as a partner for your Organisational Transformation is to create your capabilities within. We train people in the new ways of working, and coach them for a period of time until we see the new behaviours adopted. This is the outcome we seek: autonomy, self-management, community “citizenship” behaviours, leader as a servant behaviours. And we leave. We work towards short term engagements where our focus is to develop the capabilities within.

“There is something you should understand about the way we work. We train and coach your teams. When they need us but don’t want us, then we’ll stay. When they want us but no longer need us, then we have to go” (we adopt Nanny McPhee’s approach to teaching)

All of our engagements have the same basic goal: help organisations become more adaptive, meaningful and networked for everyone. Every organisation will have a certain readiness, a starting point, and these differ; some will have someone very high in the hierarchy from a CEO to a senior manager that recognise that change is necessary and has to be imminent. And they will be ready to challenge their current way of thinking, working, communicating and leading. Others will have a single team looking for ways to be more successful in their delivery. Either way, we discuss these options, what is the “appetite” for challenging the current status in your organisation and the elasticity around looking at ourselves through a critical lens.  

Here are some ways to engage us:

Organisational Transformation

Change the way you work at scale

Your organisation becomes more adaptive, able to innovate (quickly develop new ideas), change the way they recognise each other from a paternalistic boss-employee relationship to one of peers that form networks of knowledge and contribution.

Leadership Transformation

Develop new mindsets and behaviours through coaching

A key aspect to improve performance and spark a change movement in an organisation is how the managers and executives build a new model of the organisation in their minds. This new model moves away from a hierarchical, authority style pyramid, based on the recognition that employees are highly skilled and equal in their opportunity to contribute to the purpose of the organisation. We train and coach your leadership team into understanding their responsibility and impact in the adoption of healthier practices and how they can dramatically change the performance of teams and individuals by changing their own paradigm of leadership.

Team High Performance

Develop high performance teams and communities

Team Coaching and/or Leading engagements that focus in re-creating the team’s dynamics from the ground up. We use a simple product development framework that serves as the trigger for change. The team “has no option” but to adopt healthier behaviours, relationships, take ownership for the outcomes, collaborate and work closely with the client.

Executive Coaching

Get the most of the patterns and perspectives within your organisation

We coach one to one executives and leaders to identify those aspects of their existing model of the world (the way they understand the current mechanistic system) to quickly transition into concepts of Organisation and Leadership in the Digital Economy. We use the Marshall Goldsmith Stakeholder Centered Coaching process to deploy new leadership behaviours and insights.