The “Leadership Forum”


The concept of assisting our client organizations develop and establish a broader “Leadership Forum” (effectively the top-3 tiers in the organisation) is based on what we have recognised as the increasing business and organisational imperative to ensure deeper and more cross functional engagement in the strategic and operational agenda.   There are two reasons to establish a Leadership Forum in your business:  to improve communication (information exchange and the understanding/interpretation thereof), and to improve learning (building leadership, technical and functional capabilities that are linked to real time experience and future orientated innovation).

Typically, communication within organizations tends to be a reactive, top-down, functionally driven and one-way process.   Much of the information flows that fill line manager’s email in-boxes tend to be in response to operational tasks that are both planned and un-planned.  The messages that get passed around rely on individuals’ insights and abilities to manage work flows, prioritise tasks and manage their own time and resources.  With our networked organisations (access to shared folders and intranet sites), the over reliance on electronic communication tools, and the busyness of operational meetings, we have neglected to tap into the richness of people actually talking to each other in a more reflective manner.

We see little evidence of time being allocated for leaders to ‘mind their own business’.


Executive Coaching

TAILORED EXECUTIVE COACHING PROGRAMMES Leadership development requires a consideration both of the person and the person in context. Our executive coaching programme takes into account the need for a dual focus on the personal(e.g., awareness, self-insight & understanding; motivation & aspirations; functional and leadership knowledge and practices) and the social realities (e.g., the business that they are part of, the organisational system and structures that they are embedded within, support networks, roles and processes, etc.). The way we see it, to lead is a combination of the need to inspire, to provide direction and to govern.   Leadership is relational – you cannot lead in isolation. The coaching conversation takes into account all the levels of your required engagement – from the deeply personal through to the broadly organisational and social  context.  We find that the coaching conversation often straddles operational delivery right through to the strategic positioning of the leader’s business.


Coaching Executive Leadership Teams

Our approach to executive team development is based on a philosophy that this is a process that is by its nature “developmental”, consists of a well planned series of activities taking place over a defined period of time, and involves the dual coaching of both Team Leader and Team both on and off the field (i.e., the programme includes both on-site observation and off-site practice development sessions). Key to the team coaching intervention is the formulation and delivery of a ‘practice development programme’ that consists of a planned and scheduled series of workshops with the executive team that takes into consideration the business agenda whilst at the same time focuses on individual leadership and team development priorities (these can range from dealing with underlying group process dynamics through to facilitating strategic planning conversations). The team coaching programme takes into account the organisational context of the team as well as the stage at which the team is at in terms of its’ own “life cycle”. Our experience has shown us that team development programmes tend to span a 6 month to 2 year time line, with the frequency of engagement trailing off as the team leader and team are able to become more “self directed” to sustain the level of effectiveness and performance of the Team.


Organisational Development (business & team)

Organisational Development Support – “Changing to face the change”

This is all about assisting our client organisation in the definition, design, delivery and implementation of desired change initiative. For such change to be sustainable, we recommend that there is a dual focus on developing both people (leadership practices, relationships, interpersonal capabilities, and attitudes/levels of awareness) and the workplace (systems, work processes, supporting structures).