Leadership, Coaching & Mentoring in Organizations

My approach to leadership is described here.”  You don’t have to be in a position of authority to exercise leadership. Even if you are, it takes more than authority to make you a good leader. In organizations, I can work either with particular individuals to develop their leadership capacities, or work with groups (or whole organizations) to develop system-wide approaches to organizational effectiveness and diffused leadership.

Diffused leadership (see also Helpful Hierarchy)

Diffused leadership is context-dependent. It allows different people (or small groups) to flow in and out of leadership roles, in response to the needs of the current situation. But, even as an individual (or group) takes on a leadership role, diffused leadership recognizes that others in the group (or other groups) continue to have leadership responsibilities. Effective use of diffused leadership requires clarity about what sorts of decisions lie within the spheres of autonomy of various individuals (or groups), and what sorts require broader input or consensus.

Effective use of diffused leadership also requires very conscious differentiation between input and decision-making. Generally speaking, maximizing the input from a broad spectrum of stakeholders leads to better-informed decision-making. But only when the number of stakeholders is relatively small should all stakeholders be involved in overall decision-making. In large organizations, it’s best to delegate decision-making authority to manageable but inclusive groups, working in a transparent manner within clearly delineated areas of responsibility.  

Work with individuals and/or groups within an organization

I can work with both individuals and groups as a coach or a mentor—the latter only within areas in which I have considerable expertise. Such work can focus on leadership but it can also focus on other desired areas of growth and development.

Each person, group, and situation is unique, so I make arrangements to do leadership, coaching, and mentoring work only after an initial conversation with those concerned. In the event that those seeking my services are not the same as those who will be receiving those services, I only accept an engagement after meeting with both groups, to assure that both are receptive to the services I can offer.

Common types of services

(1) I can teach you (or small groups) the concepts and principles of epigenetics, complexity, etc., to enable you to better navigate the path ahead (that is, to find and unfold your organizational τέλος).

(2) I can work with you to carefully observe and describe the habits and behaviors of your organizational system. This can happen more narrowly or widely:

  • More narrowly, I can work just with one or more recognized leaders of the organization (and/or leaders of one or more groups within the organization). 
  • More widely, I can provide staff trainings, facilitate staff meetings, etc. 

Such activities involve me working with you and your staff to better understand the dynamics of your organizational system, but the observations of the system in action come mostly from you and your staff. (After all, you know it best.)

(3) I can also work within your organization. To enable me to observe your system more directly, you can embed me within your organization (in one or more roles) for an extended period of time. (Since I’m used to “seeing systems,” I may notice things that you and your staff might not.)

All of the above can be carried out in any combination, over shorter or longer periods of time, for the hours you specify. You decide what you want, and when.

My objectives

I have three main aims (which are always interrelated) and one ultimate goal:

  • Build healthy systems. I’ll help you better align the sub-systems within your organization.
  • Work smarter, not harder. I’ll help you increase the effectiveness and timeliness of your responses to the things the world throws at you (factors and forces outside of your organization).
  • Maximize the collective intelligence of your system. In your organization, the whole should be greater than the sum of the parts. If that’s not happening, things are out of alignment, and you’re not actualizing your organizational potential.
  • My ultimate goal is to put myself out of business—at least as far as you’re concerned. Whether it takes shorter or longer, my goal is to fully equip you to continually integrate the complex systems within your organization, to find and unfold its τέλος.

To SCHEDULE A FREE CONSULTATION, at which we will discuss how I might best serve your needs, go to Contact and call and/or email.

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