We accompany leaders, rather than doing the work for them, because we want to help them develop and own their leadership approach: we mentor but do not judge them.

Our Approach to Supporting Systems Change

When development and business practitioners are able to work with living systems, they are better able to engage multiple stakeholders.  They do this by meeting people where they are, tuning in to their rhythm and pace, and convening them as they work for systems change.  They become better leaders through appreciating the opportunities that come from working with organisations as living systems consisting of, and dependent on, the people within, around, affected by and influencing them.

We accompany leaders as they explore how to use the skills and capabilities of Living Systems Leadership in different settings. Key elements of our approach are:

  • Facing the toughest challenges

    We perceive that existential challenges for humanity must be addressed despite their inherent complexity, because nothing could be more important.

  • Acknowledging interconnectedness

    We make use of systems thinking, because we live in a world where people, sectors, ecosystems and geographies are interconnected, and where change and uncertainty are constant.

  • Adopting the view of Living Systems

    We take a “Living Systems” view, because the world is not deterministic and does not function in linear ways: because we are ourselves living systems living in a world of both the living and the inanimate; because living systems self-organise and their behaviour cannot always be predicted; because we are all part of the earth’s ecosystem and the study of ecosystems lies closer to biology than to management.

  • Recognising the need for systems change

    We consider that large-scale transformations are needed to tackle the existential challenges of our times, and that this requires systems change, because incremental actions are insufficient.

  • Fostering connections and collaborations

    We believe in fostering (sometimes unusual) connections between actors, because complex issues are best understood with a 360° view, they are best tackled through collaboration, and, they call for complementary approaches from diverse actors.

  • Giving a voice to all

    We consistently seek to ensure that the voices of all with a stake are heard and have seats at tables where decisions are made, because all realities matter.

  • Supporting transformative leadership

    We focus on building and supporting leaders, because we see them as the most effective and enduring agents of positive transformation.

  • Embracing potential

    We believe that any person working to effect change is a leader, because a person’s potential is not defined by their job title.

  • Convening for positive change

    We bring leaders together, because they are at their most powerful when working in synergy.

  • Accompanying sustainable change

    We accompany leaders, rather than doing the work for them, because we want to help them develop and own their leadership approach: we mentor but do not judge them.

  • Encouraging our shared humanity

    We encourage leaders to draw on their inner selves, because we believe that they are most influential when self-reflecting and drawing on their emotions