One-to-One Executive Development: Who do we work with?

Executive Development For people in positions of power, leadership and accountability, confidential sessions with a One-to-One Executive Developer provide an invaluable resource that achieves sustainable results.

Our clients include manufacturing and retail, housing associations, healthcare providers, social enterprises, government sector entities and community-based initiatives.

We work with commercial businesses whose ethics and values are demonstrably aligned with serving the public good.

Within this scope, we work with key decision makers, leaders and change agents – essentially CEOs, senior directors, board members and executives, regardless of the size of organisation.

We provide One-to-One Executive Development for individual social entrepreneurs and managers of small enterprises as well as for large businesses with thousands of employees and membership organisations serving tens of thousands.

The process helps those with leadership responsibility make sense of the highly complex dynamic of internal and external tensions and demands. Some of the forces at play are outlined below.

For directors and key decision makers in large organisations:

Collaboration and competition
Maintaining focus on the ‘big picture’ while dealing with day-to-day issues
Shaping strategic direction whilst ensuring effective action
Power and integrity
Influence and control
Profile and privacy
Managing significant transitions.

For social innovators, intrapreneurs and entrepreneurs:

The leadership role in creating an entrepreneurial culture: As a leader, are you convincing? Inspiring? Realistic?
Translating imagination and personal dedication into feasible ventures that have a valued place in the world
Understanding the dynamic between risk and caution
Assessing scale, timing and ecological context of the enterprise: How big? How fast? How fitting?
Navigating not only the early stages of a new social enterprise but learning to direct your skill and energy to make it sustainable.

For learning specialists, facilitators and change agents:

Discerning between emergence and transformation – getting clearer on whether you are building the new or assisting the old to transform or fade away
Alliance-building and autonomy – gaining the most out of opportunities for change
Living wisely out of experience – exploring dilemmas in real-time learning
The person as practice – developing a Whole Person Learning approach
Deepening perspectives – opportunities to bring inner and outer focus into a more integrated holistic approach
‘Sensing’ the system – Whole Person Learning implications for whole systems work.