We provide coaching 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.
Our clients include not-for-profit, social enterprises, third sector, local government and commercial organisations. Sectors include manufacturing, retail, housing, healthcare, education, charities and childcare.
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 – as well as those deeper into the organisation who are stepping into a new role, working towards promotion, or dealing with change – be it organisational or personal.
The process helps people 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.