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Leadership Program Briefing

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  • Key Information

  • Overall Aims

  • The Audience/Cohort

  • Diagnostic

    We design every program to meet a company's culture/context where it is at... and then elevate it. Please give us as much specificity and nuance as you can.
  • Specific Business & Culture Issues

    Only needs to be answered if you want to include practical project fieldwork that solves business or team/culture problems—and gets your leaders using their new mindsets and tools on concrete challenges.
  • Specific Content & Approaches

    This section will help us to select specific areas to include for your leaders from our extensive and comprehensive Self-to-System curriculum—and what types of interventions to suggest from our range of innovative developmental approaches.
  • The Cohort Dynamics

    Can be filled out later but if you can do it now, even better for design.
  • Process, Alignment & Sign Off

Smart Project Briefing Tool 2022

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Smart Speaker Briefing Tool

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The Collaboration Engine

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  • (so if we are running events we can let you know)
  • What is the reason you get out of bed and go to work and/or get involved in projects like this one?
  • Does it feel inevitable? Exciting? Scary? Effortless?
  • How do or would you measure success for this project?
  • What would a fail look like? How would that feel?
  • None are better or worse than any other. However potential risks (collaboration killers) and returns (collaboration possibilities) usually increase as we move down the list. By being clear on kind of collaboration we want, we can prevent a lot of wasted time, effort, and goodwill.
  • Think ideas, investment, time (how many hours/days per month?), sweat, energy, contacts, advice
  • Be as clear about your needs as possible, as hidden or unexpressed needs that are not met are one of the top causes of collaborative failures. Think about reputation, visibility, income, profit, up-side, new contacts, new opportunities, new ideas, stretch, energy, fun, connection, learning, leadership development, etc
  • The clearer you are with your needs, the more you can be transparent with your collaborators and the better able you will be to work together toward success.
  • Think other commitments, other projects, financial imperatives, moving home, relocation, career changes or promotions, discomfort with collaboration, enjoyment of working alone, over-commitment, lack of time, family/community obligations etc
  • This is to guage how much the project overlaps with your core mission / ambitions for the world. If there is little at stake, it is vital for those who have a lot at stake to understand the difference in cost/benefit and risk/reward profiles.
  • There is no right / wrong here. Clarity on each persons "give" helps everyone make informed and empowered choices about how to be involved.What will you put on the line to make it work (reputation, time, income, skills, networks, etc)? Are there any ethical no-nos or imperatives? How much confusion and conflict are you prepared to work through? How much time, over how long a period, are you prepared to invest before seeing a return?
  • Consider what you have you learnt from previous collaborative successes or failures about the kinds of collaboration behaviors that work for you. Think about: people doing what they say they will do, showing up on time, showing up with energy and positivity, listening deeply before making a decision, taking on board other people's ideas, being open to have their assumptions challenged, taking the initiative, being decisive, being able to adapt and pivot, speaking up courageously, doing extra work to prepare or make progress, not needing to take all the credit, working hard to find consensus, taking responsibility for mistakes and miscommunication, learning quickly from mistakes, taking compliments and critical feedback easily, being coachable, being creative, being visionary, being diligent, being practical, getting a lot done, taking care with work, communicating calmly, being caring, etc
  • What triggers you to lose your internal stability, collapse or inflate, and/or lose confidence in the group—and so move into a state of reactivity and defensiveness? Think about: people not doing what they say they will do, showing up late or distracted, being negative and complaining a lot, blaming others and not taking responsibility, not learning from mistakes, not listening before making a decision, refusal to take on board other people's ideas, not having their assumptions challenged, not taking the initiative, being indecisive, finding it hard to adapt and pivot, not speaking up, being overly fearful, not putting the work in, not being prepared, wanting to take all the credit, not taking compliments well, not taking critical feedback on board, not seeking consensus, uncoachable, communicating aggressively or intensely, puffing up/big ego, getting caught in fantasies, not getting enough done, making careless mistakes, not being caring, etc
  • What do people know you for? What can you be relied upon to contribute / be like / do?
  • What would people say about you who you have worked with before? How have you contributed to fails?
  • How do you feel, think, and behave when triggered? How do you show up in ways that might trigger others? Think about... overstating strengths and resources, puffing yourself up, people pleasing, over-promising but under-delivering, volunteering for things you can’t do, not stepping up enough, doing too many things, scattered attention, overly rigid, difficulty taking on the insights and ideas of others, paying too much attention to others, etc
  • E.g. Avoiding communication, no eye contact, getting defensive, speaking a lot, stopping speaking, stopping caring, moving on to new things etc.
  • Are you overly optimistic or pessimistic? Do you believe the hype too much or not enough? Do you ignore evidence when it contradicts your beliefs? Do you selectively seek evidence to support your beliefs? Do you ignore your intuition when it might challenge a relationship? Do you put too much faith in your own intuition? Do you check things out with others? Do you seek consensus and not take action? Are you too used to working alone and don't seek enough collaboration? Do you keep going too long when things aren't working? Do you give up too quickly when perseverance might pay off? Do you struggle to pivot or adapt to new realities? Do you change focus too much and not stay consistent and focused?
  • What is your language of appreciation and collaborative love?