PART

I


Introduction

Transforming Relationships
&
Increasing Performance

Intention

To improve human relationships and performance within XXXXXXXXXXXXXXXXXXXX .




"The average company's tangible assets - the net book value of assets less liabilities -
represent less than 25 percent of market value... If an organization's intangible assets
represent 75 percent of its value, then its strategy formulation and execution need to
explicitly address the mobilization and alignment of intangible assets."

– Robert Kaplan & Peter Norton

1
The Heart of the Matter


Improving performance and productivity within an organisation seems increasingly
to have a negative impact on individual wellbeing and human relations; in fact, the
two areas often seem to be working in opposition.

From a developmental perspective, one very simple reason for this is that increasing
output puts stress on us as people, and when we experience stress, in order to
acclimatise, we adjust to a way of behaving that is familiar to us - to a previous stage
of development; we smoke, we drink more, we can’t concentrate, we become
intolerant, we judge ourselves and others harshly and so forth. This regression
causes internal conflict for the individual and puts strain on interpersonal
relationships.

Increasing competition in an
atmosphere of uncertainty means
that these turbulent cycles are
becoming more frequent. Studies
show that work related health issues
are on the increase, including
potentially life-threatening conditions
such as heart disease. 1 in 6
employees experience work related
anxiety and depression, while 1 in 7
are resorting to medication in order
to cope. Under closer scrutiny, “Works well under pressure,” is proving to be
somewhat of a fallacy.

The cost of an overwhelmed and disconnected workforce to the organisation is
great:

1. Days off in sick time
2. Staff retention issues
3. Low moral and motivation levels
4. Overt and covert conflicts within staff teams
5. Lack of cooperation and collaboration between individuals and teams
6. An increase in internal & customer complaints
7. Negative messages given off regarding the company
8. Unspoken resistance to change directives
9. Lowered and interrupted productivity
10. Dishonest behaviour and lowering of professional ethics

In this less than productive atmosphere many people begin to disconnect, slipping
into a kind of apathy. Mediocrity often becomes the only way to survive and, despite
people’s best efforts to inject meaning and passion into their working lives, positivity

2
becomes an exercise in swimming against the tide. People quite simply quit on the
job.


HR and managers, have to manage increasing business pressures with additional
crisis management and staff absenteeism, productivity is interrupted and
Management are forced to take a hard line in order to drive through performance.
People again sense the pressure increasing…

… and so the cycle continues.

Tragically, in these unrelenting circumstances the individuals with the most potential
to be able to innovate solutions to the increasingly complex problems facing the
organisation, lose faith that anything will change and seek opportunities elsewhere.

3
Solution

The pressing question becomes, how can we raise productivity and simultaneously
maintain a satisfied workforce? Furthermore, how do we do this when the
environment around us seems to becoming increasingly more challenging and
complex?

The following four implementations will ensure that the organisation can begin to
transform the culture from within, inspiring people to perform at their best and to
continuously move in the direction of their development and growth.

1. Create a learning organisation that engages its people by deepening its
understanding of individual and organisational development.

2. Rewrite the future of the organisation whilst transforming the language used
to describe that future to one that engages individuals at the level of
meaning, purpose, vision and possibility.

3. Transform the relationship people have to personal leadership within the
culture, intentionally accessing higher levels of leadership potential in all.

4. Create a dynamic means by which the organisation is able to think,
collaborate and innovate together, engaging everyone across the
organisation, in real time.

Results

By implementing a robust approach to individual and cultural transformation within
the organisation the following results will start to be seen:

• Propelled from their values, people work and collaborate with greater
meaning and purpose.

• Fear and stress subside as the interpersonal friction of working together
decreases.

• People shift from resisting leadership to seeking it out.

• People seek employment in the company and stay, helping the company to
attract new talent.

• Peoples engagement in work increases, and they go from apathy and
despondency to fully participating.

• Organisational learning becomes effortless, people actively teach colleagues
the latest thinking and practices.

• Peoples overall health statistics improve. Injury rates and sick days go down.

4
 • Setting and implementing a successful and competitive strategy becomes
stunningly easy as peoples aspirations, knowledge of the market, and
creativity are unlocked and shared.

• People report feeling more at ease, and alive as well as having more fun.

5

Human Development

“There is no difference between becoming an effective leader and becoming a fully
integrated human being” -
- Warren Bennis

The success of any cultural change programme depends on an accurate
understanding of how human and organisational development occurs. To be able to
understand precisely how individuals and organisational systems learn and grow,
and to then able to intentionally move them from one stage of development to the
next, is crucial for creating awareness and realising potential. It is also instrumental
in predicting the likely future behaviour of individuals and groups.

Without the benefit of an accurate map
that has benefited from the very best in
developmental theory, opportunities to
grow people and to move them
developmentally along the road to fulfilling
their innate leadership potential are
missed.

With regard to the terrain of human
development, many change programmes
start with an inaccurate map, a partial map
or no map at all and because of this they fail to address the human complexity, as it
exists within the organisation as a whole. Being able to read the map also helps.

6

PART II



The Innovative Leadership Curriculum

(A Sample of Curriculum Options)











“Learning organizations are organizations where people continually expand their
capacity to create the results they truly desire, where new and expansive patterns of
thinking are nurtured and, where collective aspiration is set free, and where people are
continually learning to see the whole together.”
– Peter Senge

7
 Innovative Leadership Curriculum



Curriculum Summary

The curriculum options in this document have been designed as an example of the
kind of programme that could be delivered within XXXXXXXXXXXXXXXXXX to support
cultural and organisational change, with a view to improving relationships and
increasing performance.

The options presented are all designed to support staff in fulfilling their potential
within the workplace in a way that inspires a renewed sense of satisfaction, vision
and purpose, whilst embedding the kind of transformational thinking necessary to
improve performance and profitability in a sustained way.

Pragmatically orientated towards applying new learning to solve real-time challenges
faced by staff across the breadth of the organisation, the curriculum would provide a
unique learning experience out of which individual and cultural transformation
becomes possible, whilst at the same time, staff engagement is authentically
realised as a living reality across the culture.

Seminars, 1-1 Coaching, Community Conference Calls and Workshops form part of
the curriculum, exploring the very best in individual and organisational development.
In addition, projects become an opportunity for participants to test out the subjects
explored, an enriching combination of theory and application designed to generate
maximum self-awareness.

Some components add particular value in respect of sustainability. The Online
Innovation Portal described on pages 15 & 16 for example, provides a platform
intended to support the organisation in becoming a learning organisation, enabling
information, knowledge and experience to be captured, archived and immediately
made available across the entire enterprise and potentially beyond. Thus creating
the first phase of a growing and dynamic online resource hub that serves to inspire,
motivate and develop people.

Important to acknowledge is the fact that these examples have been designed
without a full consultation process and are intended to give and overview of what
might be possible and not intended as a fixed package. This is a working document.

8


Pre-production


Consultation Phase


A consultation phase would be carried out to ensure the curriculum is
comprehensive in terms of its depth and span by;

! Engaging the support for the project across the entire enterprise
! Drawing on the greatest number of perspectives available
! Supporting diversity of participation in respect of programme design

Consultation would take the form of;

! Staff surveys and feedback
! Discussion with core teams & staff members at all levels
! Analysis of previous development programmes, successes and shortfalls
! Needs analysis & Assessment of resources available

9
 Leadership Curriculum - Core Components

The Innovation Project

The Innovation Project is a self-
directed aspect of the curriculum.
This component allows
participants to solve pressing
professional challenges
innovatively that are both
pertinent to their own lives as
working individuals at the same
time as having resonance across
the organisation as a whole.

Possibly delivered as a part of an advanced curriculum, the potential of an
Innovation Project is that it becomes a means by which participants can apply the
theory learned within the programme in real time and whilst being supported to
perform at a high level. The emphasise on self awareness and collaboration means
this component will support deep change within participants who will access a
higher level of leadership regardless of their role.


Application Process


If it were considered necessary to draw participants from across the organisation an
application process could be simply designed to include responses to the following
questions.

! Describe what leadership means to you.

! Describe what originally attracted you to your job/company?

! What generates feelings of dissatisfaction for you within your job or within
the organisation as a whole?

! What do you see as being your greatest area of weakness that you would like
to experience a breakthrough in?

! Describe a project that would positively impact you, your team or the
organisation as a whole that you;
a. Would be inspired to deliver
b. Currently perceive to be unachievable or too difficult for you to achieve.

! Why do you currently feel it is too difficult or not achievable for you?

NB: We are not intending solely to develop those already perceived to be leaders within the
organisation in respect of their roles or of their potential, rather to develop the principles of

10
leadership from within the culture and that includes leadership talent that may currently be
hidden, not recognised and possibly even despondent.

Project Guidelines

“What is lacking is any way for all of these groups to think together on behalf of the long
term and their common interests. “
- Hal Hamilton


! Acceptance onto the programme could be based on the project idea
submitted, although this guideline is not absolute; where an idea has been
duplicated, for example, but the applicant demonstrates high potential or
keenness, an alternative idea may be drawn from the community and
matched with the participant. Alternatively, joint projects could be
undertaken.

! The project must meet an organisational need, a professional development
need for the individual, or be something that has resonance and benefit
across the resonance across the entire organisation.

! Research into solutions must draw upon the maximum number of
perspectives from within and outside of the organisation and from all levels.


Projects must pass through the following stages of development;

! Submission of idea
! Vision & Planning
! Research & Consultation
! Strategy & Needs Analysis
! Implementation
! Impact & Performance Evaluation/Reflection (Journaling)
! Ongoing Performance & Development Coaching

11
Individual Coaching


1 to 1 Coaching

Weekly, bi-weekly or monthly 1 to 1 coaching to
ensure that participants receive a high level of
partnership tailored to their needs, competency,
aptitude and values. This component is intended
to keep participants highly focused on their
professional development goals, uncover barriers
to development and ensure learning and
development at a personal level that is applicable
to and has a positive impact upon; daily
accountabilities, personal performance and wellbeing.



Review Coaching

Review sessions support participants in maintaining the momentum built during
participation in the curriculum and also to help overcome breakdowns that will
naturally occur once intensive participation comes to an end. Two sessions will be
scheduled per participant. (Additional access can be provided by agreement, if
required).

12
 Group Work

Innovation & Professional Development Workshops

Structured workshops that allow participants to come together in a classroom
setting with the intention of both learning and directly applying the very best in
developmental theory.

As well as being an integral part of The Project Innovation component of the
curriculum, workshops would be designed to meet the emerging needs of staff and
culture across the Shaw Trust/Careers Development Group enterprise, enabling staff
to share their experiences in an atmosphere that maximises individual and team
learning.

Workshops would be designed to enable participants to;


! Access their own potential, self
awareness and peak performance
! Explore developmental capacitates and
areas for growth
! Gain skills in identifying and working
with values – in self and other
! Learn valuable distinctions that develop
capacities for greater perspective taking
! Access their innovative leadership skills


Group Review Session

Applicable to The Innovation Project component of the curriculum - or other
advanced components requiring an extended period of participation - Group Review
Sessions enable participants to reflect as a team upon the personal breakthroughs
that occur after a period of intense participation; as well as to apply theory to their
learning.

The intention is to provide additional motivation and refocusing where required,
supporting participants in maintaining the breakthroughs they experienced during
their participation.

Whilst providing opportunity for participants to build upon achievements and
development gained during the programme and focus on professional development
goals for the future.

13
The review provides participants with an opportunity to map the impacts of the
Leadership Innovation Curriculum in the organisational culture and highlight possible
future innovations that show potential.


Community Calls

Scheduled Community Calls provide staff with access to ongoing support designed to
further enhance their learning experience. Themes for these calls could be tailored
in response to the emerging needs of the group/organisation.


Topics might include;

! Leading & Influencing Others
! Managing Complexity in Relationships
! Understanding the Core Reasons why People Resist Change
! Sustaining Direction, Motivation & Drive
! Maintaining Purpose & Meaning in Relation to Work
! Peak Performance and the Nervous System – Balancing Self Care with Success
! Reducing overwhelm in the workplace
! Conscious Communication – Speaking with awareness, humility and
compassion

14
 The Seminar Series

A series of high calibre seminars, discussions and interviews - with question and
answer time allocated to enable audience participation. Themes would explore all
aspects of professional development, leadership and organisational change.

Suggested Themes

! What is Innovative Leadership?
A dialogue about the nature of leadership within organisational cultures and
what it really means to be an innovative leader beyond status and job title.

! Values & Types
Understanding types of thinking available to human beings and how we can use
this understanding to improve our relationship with ourselves, our team, our
shareholders and our customers.

! Ethics as a Developmental Capacity
A dialogue about the nature of ethics as a developmental capacity, including
exploration into all the developmental lines potentially available to us.

! Organisational Transformation
A dialogue exploring organisational transformation and what it takes to embed
and nurture the kind of culture that can sustain and out-perform competitors in
extraordinary and turbulent times.


Ongoing Talks & Events

As the appetite for the kind of exchange described here grows, as well as the skill
introducing such events, audience invitations could be extended to;

! Stakeholders & Employers
! Representatives from XXXXX

The platform could be used to invite inspirational leaders from outside of the
organisation, as a means of developing inspirational leaders from within the
organisation or as an opportunity for individuals or teams to showcase their

15
innovations. Such events could become well-regarded, inspirational and innovative
learning and networking events.


Collaboration & Learning Platform

Online Innovation Portal

Innovative in its approach, content and look and with the specific aim of inspiring
and engaging staff in the area of personal and professional development in both self
culture and organisation, the Online Portal would act as a dynamic resource
available across the whole organisation to be updated continuously with learning
and development resources of distinction.

Selected audio and video material from sessions, seminars and workshops would be
recorded and appropriately edited to create online learning media available for all
staff on an ongoing basis.

Material would drawn from the following sources:

! 1 to 1 Coaching
! Innovation and Development Workshops
! Community Calls
! The Seminar Series


Material formats would include:

! Audio & Video Media
! Learning Material, Notes & PowerPoint Presentations
! Magazine & Journal Articles
! Links & Resources
! Recommended Books & Reviews



Central Innovation Forum

Hosted within the Online Innovation Portal, the Innovation Forum would be
designed to provide a platform for collaboration on projects as well as an
opportunity to respond to and discuss audio/video material.

Course participants would be encouraged to set up online forums addressing issues
that they see as current and pressing for their own work and for the organisation as
a whole and as a means of consulting with and eliciting expertise and collaboration
from within the organisation.

16

In the longer term, curriculum participants could be invited to monitor forums,
encouraging and acknowledging contributions. This system would act as a way of
generating innovative ideas and solutions from within the community, including
provision of a peer-to-peer mentoring facility.





Identity & Design

Whilst similar internal systems are already in existence within the current entities,
such systems tend to emphasise, skills development, policies, procedures,
compliance and so forth.

It is integral that the new online presence is distinct from what is already in
existence and that is designed with the express intention of inspiring staff
engagement on a more self-directed and personal level. The Portal must reflect the
kind of innovation it seeks to draw forth and tap into the values of people across the
enterprise.

In this way the Portal becomes a very different experience for the individual user,
giving them a real sense that something very different is being created and
something very different will be expected of their engagement.

17
 Benefits for the Organisation & Culture

These options are designed to transform organisational culture and move people
more rapidly into their full potential, leading to increased satisfaction and
productivity.
Benefits include:

! Increase in productivity
! Innovation and application of sustainable solutions in responding to complex
challenges
! Creation of a learning organisation
! Greater interconnectivity within the organisation
! Decrease of internal conflict as new developmental understandings take root
! An increase in conscious communication within the organisation
! Greater sense of belonging, meaning and purpose for staff, leading to an
increase in staff retention
! The formation of a dynamic and collaborative learning community and
platform
! An opportunity to enrich relationships with XXXXXX, stakeholders and XXXX
! Increase in retention and decrease in sick time

Benefits for Individuals

Individual participation would enable staff to:

! Access their own innate innovative leadership potential
! Embrace a more accountable approach to work
! Make better use of time and energy
! Navigate complexity with greater ease
! Develop the ability to be more operationally aware of themselves and of
others
! Develop the ability to communicate more effectively
! Develop the ability to influence and motivate people in ways that people like,
trust and respect
! Learn how to intentionally assess and interact with stages of development
! Connect to a deeper sense of purpose and meaning within the context of
work
! Increase feelings of wellbeing in relation to work

18
 ! Make better use of skills and competencies and develop new ones
! Inspirationally and joyfully engage in increasing performance and productivity

19
 PART III



A Brief Overview of the Theory and
Methodologies Involved














“An integral approach, (whether to medicine, education, economics, etc.,) incorporates all of
the essential perspectives, schools of thought, and methods into a unified, comprehensive,
inclusive, and empirically accurate framework.”
- Brett Thomas, Russ Vockman

20
The Challenges of Cultural Transformation

“You can’t solve a problem on the same level you created it.”
-Einstein

One of the biggest challenges for change programmes is undoing the resistance to
change that has been created by change programmes themselves.

They can be perceived to:

• Disrupt daily activities
• Leave staff with additional work to come back to
• Be logistical nightmares
• Appear to provide few significant benefits
• Seem irrelevant to the reality of daily functions
• Divide teams who in varying degrees like or despise; the event, trainer or
methodology

They often call on the patience of managers who are viscerally aware of increasing
performance targets and who need to keep their teams on track. They are also often
viewed cynically by staff, especially during times of pressure. Few would freely admit
to the cynicism that many change programmes evoke when a pressing workload is
calling.

When seen in the light of the chronic hopelessness that an increasing number of
employees feel, it is ever more vital to ensure that change programmes are relevant,
inspiring and impactful.


Leveraging Subjective Awareness for Development

Our beliefs about team directly impact the way we relate to those with whom we
work, in addition to impacting our performance and the performance of our team,
and yet on most team building days this never gets talked about. Where team-
building days are invested in with the intention of raising moral and bringing people
together, rarely are participants asked to reflect honestly on their subjective
experience in a way that supports their development or subjective awareness and
sense of shared experience.

" How do we sabotage ourselves in team?
" What are our weaknesses in respect of team?
" Do we struggle with control?
" How are we accountable?
" How do we stop scape-goating?
" Could we care less?
" How do we hold back in team?

21
" Do we hate having to compromise?
" How we experience not having our voice heard in team?
" Do we feel intimidated, put down by, not valued by team?

Most people can speak competently enough about what team is, fewer can talk
about their participation in it, and fewer still are given the opportunity to fully
experience it.

So back at the office after a day of fun and games…

Those that felt they got something from the day feel misunderstood by the others in
the office who bemoan the patronising and predictable nature of it all. Team
building becomes another mechanism to divide the team.

By creating a culture where people are able to talk about their common experiences
with openness and honesty, the conflicts that stem from not properly understanding
one another can be more readily resolved at a level that does not depend on a
formal HR process. As this happens people begin to connect and a new level of
humility, compassion and wisdom are experienced. Trust deepens and co-operation
increases.


“The challenges to suspending and inquiring into established views collectively also arise
from lack of safety and trust in most work settings. Many people recognize the problems
of low trust levels, but trust is not something that can be created by fiat. Efforts to get
people to trust one another often produce the opposite effects by drawing attention to
he lack of trust that currently exists.”

- Peters Senge, Joseph Jaworski, Betty Sue Flowers & C .Otto Scharmer

22
An Integral Approach to Business, Leadership & Change


What is Integral?

The word Integral means balanced,
whole, inclusive, integrated. To coach
from an Integral perspective means to
take into account as many different
perspectives as possible to enable the
whole picture, not just part of the
picture, to be taken into consideration
when addressing any issue.

By taking a comprehensive approach
to development and change, Integral
Practitioners acknowledge the
difference between partial
development, which falls short of making a real difference in the longer term, and
sustainable growth, which is made possible by utilising the integral framework. The
integral model is mindful of both depth and span - translated as altitude and
aptitude - when being applied to human and organisational development.

Integral theory and application offer excellent insights and tools to enable
complexity to be navigated more skilfully and to enable sustainable change to occur.

I have been a student of this model for over a decade and have considerable
expertise in both its theory and application. I have used it in working with individuals
and in a group context with great success.

Within my work I use of a diverse range of technologies that allow people to gain
valuable insights at a psycho/social level, awakening new stages of development and
leadership potential.

Spiral Dynamics

“The psychology of the mature human being is an unfolding, emergent, oscillating, spiralling
process marked by progressive subordination of older, lower-order behaviour systems to
newer, higher-order systems as man’s existential problems change.”
-Dr Clare W. Graves

Spiral Dynamics, the work of Dr Clare Graves, is a highly regarded system for
understanding values, human development and change. Values Scans are diagnostic
tools born out of that work that assess people’s values using the Spiral Model and
provide valuable information for individual growth. They provide accurate insights
into the complexity of human interactions and allow people to more skilfully
influence and lead themselves and others.

23


The Quadrants

Traditionally, the majority of training opportunities that exist for staff, usually
emphasise increasing competencies in applied skills, or in developing proficiency in
the use of systems, or understanding procedures and so forth; in other words the
right hand side of the quadrant below.



PSYCHO BIO
INDIVIDUAL/SUBJECTIVE/INTERIOR INDIVIDUAL/OBJECTIVE/EXTERIOR

Capacities, Awareness, Intention, Applied skills, Performance,
Worldview, Values, Beliefs, Drive, Accountability, Practice,

Passion, Emotions, Feelings Neurological/Physiological
Theory Y Function



SOCIAL SYSTEMS
COLLECTIVE/SUBJECTIVE/INTERIOR COLLECTIVE/OBJECTIVE /EXTERIOR

Culture, Shared expectations, Systems, Infrastructure, Policies,

Shared values, Collective moral, Environment, Contracts,
Shared experience, Interpersonal Equipment
relationships




Whilst these areas are absolutely necessary to daily functions as well as professional
development, anything in life can be said to arise out of the 4 domains
simultaneously. To focus all efforts in the right hand domains is to neglect two other
fundamental parts of the picture integral to success; the individual and collective
subjective interiors.

This is the main reason that change programmes do not seem to bring lasting results.
It is also one of the core reasons that many workplace problems are on the increase,
especially those that are related to peoples internal worlds and subjective shared
experience.

This avoidance of the interior individual and collective domains is actually easy to
remedy in many ways, though some resistance may emerge because of what people
mistakenly think that including the interior domain means. In addition, some skill is
required to bring these domains to the fore in a way that connects people and
honours the individual and collective capacity for altitude in the interior domain. This
kind of change needs time to emerge and so a sustained approach is required.

24
Distinction between Change & Transformation

While change treats the arising symptoms that result from the way a thing is being
perceived, transformation creates a momentous leap in way that things are
perceived to be. It alters the way people think about themselves, about others, their
circumstances and the world around them.

Most change programmes deal in betterment, improvement and incremental change
management and while this modality has insights that are of benefit, it does not
address the source of many of the problems it sets out to solve. The effects of
change often wear off and are forgotten or frustratingly become ineffective
ideologies, which speak only to a proportion of the individuals to which they are
being applied.

Operating at the level of change in today’s world also has another danger, change is
a slow process, and in a world that is moving so quickly, change is an inadequate
mode of operation for keeping up with the increasing complexity we face.
Facilitating transformation means that the principles of transformation are learned
and passed on within the culture as a commitment to collaboration and learning
begins to enrich the way people relate.

Supporting Relationships

Often, resistance to change arises because people
expect to be criticised, made to feel wrong, exposed,
or judged. It’s natural for human beings to want to do
well and experience themselves as being perceived by
others as doing well, apart from anything else, doing
well is integral to our progression as well as for our
survival.

As a result humans develop a finely tuned antenna
designed to detect threats to we way we perceive
ourselves to be and the way others perceive us to be.

Developmentally speaking however, we are all doing the best we can do at any
particular level of development and in any particular competency or line of
development, at any particular time, with the information that we have available to us.

Starting with this presupposition the need to judge and blame are replaced with a
commitment to seeing people compassionately, and honouring everyone’s
intentions, strengths, innate qualities and unique contribution. Humility and
personal accountability increase as people begin to open up about their struggles,
struggles that frequently have resonance across the entire enterprise.

25
This kind of cultural shift allows teams to better support their leaders, people shift
into a more meaningful way of relating that is more cooperative. Blame, criticism
and judgement, which take so much energy within the workplace, are dissolved,
humanising relationships, building trust and positively impacting output.

26




PART IV


Background Information



















“An Innovative Leader influences by engaging self, culture and systems equally.”

- Maureen Metcalf & Mark Palmer

27
Helen Walker - Personal Background


As a previous employee of CDG, working on Pathways
and FND and then for Avanta on Work Programme, I
have personal experience of the kind of pressures and
challenges faced by staff in respect of delivery and
performance. I understand also the potentially
damaging impacts upon individual health, wellbeing,
happiness, moral and relationships that complex
workplace pressures can bring.

Since 1999 the subject of individual and organisational
development has been a driving force in my life. My commitment to own personal
and professional development has lead me to study a broad range of leading edge
theories and methodologies as well as to apply them in my own practice as a Coach.

I keenly study development in areas such as psychology and developmental studies,
leadership and business, education, philosophy, spirituality, (Eastern & Western
Traditions), ethical and moral development, health and wellbeing, and science.

At the end of this document you will find a reading list and resource page. All of the
authors listed have significant success in respect of business leadership and
organisational development. Their rich wisdom and knowledge greatly influences my
work and their methodologies and distinctions I draw upon within my own work and
practice.

I believe strongly that the wisdom of embracing multiple perspectives makes
navigating the increasing complexity and challenges we are facing individually and
collectively much easier. I believe it is vital that change makers possess a finely tuned
understanding of human complexity and development and use that understanding
to help others make sense of the world.

I work compassionately with people in a way that allows for unhelpful ways of
thinking and behaving to be let go of in preference of ways that are conducive to
peak performance. I work both intuitively whilst drawing from a sound theoretical
framework in a way that brings individuals together to support them in co-creating
more fulfilling and meaningful working lives.

Transforming the internal story of an individual, team or organisation from one that
doubts to one that operates with dedication, inspiration and innovative spirit,
creating its own success despite of impossible odds. A necessity for all organisations
of the future, if they wish to survive.


“All things are ready if our minds be so.”
– Shakespeare, Henry V

28

The question I posed in 2009…

Dear Roy,

From attending the Working Together day in Putney I was struck by the atmosphere
of personal leadership, which you seem to both embody and inspire. What, in your
view, are the personal qualities that would best describe the principles of personal
leadership? Can you describe the event or circumstances that inspired you to take
on those principles within your own life? How might a working culture that
embodies those principles; impact each other, those they serve, and the wider
community?

Helen – Personal Advisor, Pathways to Work, Crawley


Hi Helen,

First, thank you for your encouraging words. In my limited perspective the personal
qualities required to be a leader are quite simple. I want to be open, honest, and fair
in everything I aspire to achieve. I do not want to be successful or CDG to prosper at
the expense of another person. There are times when a difficult or unpopular
decision is required and on those occasions I want to be even more sure that I am
being impartial, understanding of all the issues, and being respectful and
compassionate to those involved.

As to the circumstances that inspired me to take on those principles…between the
age of 18 and 21 I experienced a lot of death and hatred in a country torn apart by
civil war. Most of the sorrow caused was simply because of mistrust, fear, and an
unwillingness to understand that change was not only inevitable but also the moral
way forward. This had a significant impact on my view of life. When I went to the
USA for my university degree I worked full-time for the entire 4 years at night as a
night watchman, maintenance person, unloading UPS trucks, shoveling snow in
winter, and helping a crippled man get undressed and dressed in the morning.

During this time I met many very poor people and new immigrants from around the
world. I learned that any and all work is of equal value and all people have the same
concerns and desires.

Finally, I have become committed to embodying the best of what I see in others in
my own life. If I am a result of the thousands of people who have positively
influenced me, and I faithfully live what they have given me, I believe I and CDG will
become a small part in benefitting others and that I will always learn from those I
meet and work with every day.

Answered by CEO on 18/11/2009

29
Library
Theory U: Leading From The Future As It Emerges, Otto Scharmer
(2009)

Leadership Agility: Five Levels of Mastery for Anticipating and Initiating

Change (J-B US non-Franchise Leadership) William B. Joiner & Stephen
A. Josephs (2006)

Good to Great: Why Some Companies Make the Leap… and Others
Don’t, Jim Collins (2001)

Action Inquiry: The Secret of Timely and Transforming Leadership,

William R Torbert (2004)

Personal and Organizational Transformations: Through Action Inquiry,

David Rooke, Bill Torbert & Dal Fisher (2000)

The Leadership Integrity Challenge: Assessing and Facilitating

Emotional Maturity, Edward E. Morler (2006)

Immunity To Change: How To Overcome It and Unlock the Potential In

Yourself and Your Organization, Robert Kegan & Lisa Laskow Laskey
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How the Way We Talk Can Change the Way We Work: Seven Languages
for Transformation, Robert Kegan & Lisa Laskow Lahey (2002)

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The Power Of Full Engagement: Managing Energy, Not Time, Is the Key
to High Performance and Personal Renewal, Loehr & Schwartz (2003)

Spiral Dynamics: Mastering Values, Leadership and Change, Don

Edward Beck & Christopher Cowan (1996)

Integral Life Practice: A 21st Century Blueprint for Physical Health,

30
Emotional Balance, Mental Clarity and Spiritual Awakening Wilber,
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Relationships and Kindle Your Spiritual Life, Kay Lindhal (2009)

The Places That Scare You: A Guide to Fearlessness in Difficult Times,

Pema Chodron (2002)

Crucial Conversations: Tools for Talking When Stakes Are High,

Patterson, Grenny, McMillan, Switzler (2002)

Wherever You Go There You Are: Mindfulness Meditation In Everyday

Life, Jon Kabat-Zinn (2005)

Meditation: Bringing Serenity To A Busy Life, Ron Cacioppe (2006)

A Brief History of Everything, Ken Wilber (1996)

Changes of Mind: A Holonomic Theory of the Evolution of

Consciousness (S U N Y Series in the Philosophy of Psychology), Jenny
Wade (1996)

The 7 Habits of Highly Effective People: Powerful Lessons in Personal

Change, Stephen Covey (1989)

Emotional Intelligence: Why It Can Matter More Than IQ, Daniel

Goleman (1995)

Presence: Human Purpose and the Field of the Future, Peter Senge, C.
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The Element: How Finding Your Passion Changes Everything, Ken

Robinson (2009)

Getting Things Done: The Art of Stress-Free Productivity, David Allen

(2002)

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