Bringing together digital learning experiences (online resources and courses, virtual networking) with in-person experiences in a scaffolded, action learning journey.

For instance, generating impact, fostering moments of vulnerability, joy and ‘aha!’ with technology requires attention, care, and robust effort from a facilitator. The virtual felt experience is different to the in-person one, and both have immense value. Different but equal – and both! That is the beauty and the beating heart of blended learning. With a leading International Financial Institution, a bespoke blended learning program for first time people managers is designed to run alongside their experiences of their first year in role, in a cohort network of learners spanning the globe.

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‘Sense bought is better than sense thought’ as the Irish phrase has it. Many important factors in management and leadership can only be learnt through visceral experiences. 

For instance, for a large European public sector bank, learning to lead with purpose and impact, to manage people and their performance, to lead high performing teams, to lead authentically, to translate and execute corporate strategy, first requires a confrontation with self – the impact we have on others, the behavioural choices we make, the good habits we cultivate or neglect, the values we have and the choices we want to make in our lives. Carefully designed experiential learning workshops that shift awareness and create the deep personal learning ‘that can’t be unlearnt even if you wanted to’.

Building a capacity for complexity through developing our sense making, perspective shifting, self-relating and opposable thinking capabilities.

For instance, as a telecoms company transforms into a technology company, inquiring into and mastering what it means to innovate at scale in complex environments requires new forms of leadership. Developing that leadership requires new mindsets, new skills, new capabilities – in a program based on dialogue, active experimentation, experiential learning, designed to ‘develop by doing’.

Practicing our leadership skills and upgrading our cognitive and emotional capabilities for leadership through high-stake activities, colliding perspectives, and peer challenge.

For instance, you may say ‘it doesn’t work like that in the real world’ but what if you are in the real world - in front of actual clients, colleagues, partners or beneficiaries, with skin in the game, needing to make something happen, to add value, right now? That is how we facilitate learning for high potential middle managers in one international organisation – taking them into the field, on a journey, to practice their influence skills, convening powers, and ability to bring about change, live and in the heat of the moment. 

Developing a comprehensive Leadership Development Scaffold from HiPo to Exec.

For instance, an International Financial Institution with a workforce predominantly composed of highly educated professionals undertaking sophisticated work in ‘VUCA’ (volatile, uncertain, complex, ambiguous) environments; needed a consistent suite of leadership development programs for leaders to progress through from integrator to people manager to adaptive leader - underpinned by a holistic ‘vertical’ (cognitive capabilities) & ‘horizontal’ (skills and practices) development approach - each sponsored by a top leader and integral to corporate strategy.