Most business leaders navigate the world with a ruler — with binary thinking and mechanical models, restlessly searching for straightforward answers and familiar patterns. They see it as a Mondrian painting ∆; abstract, unmistakable, linearly structured. It is how we have designed our work and organisations, our thinking, and even our entire ‘being’: in neat boxes and along straight lines.

 

But the world doesn’t share our desires for efficiency and neatness. In reality, it is much more like one of Jackson Pollock’s drip paintings ∆; entangled, ambiguous, fluid. To flourish in this labyrinth of intersecting crossroads, rulers are of little use. What you need are new ways of seeing and understanding and a renewed ethical framework that gives direction to your actions and how you relate to the world.

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I help people in leadership positions transform their ‘inner Mondrian’ so they can see anew and master change and self-renewal, with wisdom and clarity of thought.

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I do this through:

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Transformational coaching of senior executives

Reflective conversations with leadership teams

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Transformational coaching

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More and more people are finding their present way of understanding and sense-making inadequate for the growing complexity of the world we are living in. Developing new competencies — ‘better rulers’ — isn’t the answer, though. Today’s complexity requires a radical change in how we see and think.

 

Transformational coaching ‡ enables you to make the profound transformation from linear logic to holistic understanding. It allows you to deepen your self-awareness and clarify your values and what to strive for in life — to look at yourself, your role as an executive and your challenges from a broader perspective and through different lenses. 

 

Transformational coaching isn’t ‘60-minute coaching.’ Together, we engage in a series of unhurried one-to-one conversations that invite you to look, discover and fathom. Not from behind a desk, but always in ‘thoughtful’ surroundings where we can lose track of daily concerns and mechanical time and let our minds wander freely.

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For senior executives who have hit their limits and are searching for new and more purposeful ways of being, thinking, and doing.

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Reflective conversations

 

Conversations are the beating heart of human relationships and often the starting point for change. They allow us to talk about what we think and feel and help us see and understand how others view the world. Building bridges between these different ‘realities’ enables us to discover opportunities we could otherwise never have imagined.

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Reflective conversations invite us to be curious, open to examining different views, and willing to suspend judgment. These conversations follow a qualitative rhythm rather than the tick-tock of mechanistic predictability and control. They are less about specific actions or finding answers than intentionally engaging with others — about how we listen, connect our wisdom, learn from each other and grow stronger together.

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Offsites Sometimes a conversation needs more time, breadth or depth. In these cases, (multi-day) offsites are an excellent alternative. They combine the power of meaningful conversations with the creativity of interactive working methods and moments of deep reflection ◊.

 

For leadership teams that want to pursue questions worth asking, broaden their perspectives, and enrich their collective understanding of critical leadership challenges.

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