13th March, 2020
LDF Authorisation Training Intensive in Australia
This week in Melbourne, Australia, Philip and Stephen were delighted to welcome a group of 13 people to the Harthill Leadership Development Framework Authorisation Training. They came from across the country, and across the ocean from New Zealand, and included leadership development professionals, as well as people from health care, the blue economy and philanthropy. This fascinating group of people enjoyed their deep dive into using the Harthill Leadership Development Framework profile as a gateway into Developmental Inquiry.
29th February, 2020
New LDP Report
Today we launched our new edition of the LDP Report. After many months of research, writing and testing we are delighted with the changes and believe the new report will serve our community of LDF Practitioners and clients well.
There are new and improved descriptions of each Action Logic and clearer data about the Primary Action Logic and adjacent logics. We have added a section on Developmental Inquiry and additional developmental practice for inspiration and reflection. It now also contains guidance for clients on how to prepare for a coaching debrief. The structure has changed significantly with an Executive Summary and just 12 pages of core text supported by two appendices. And the presentation has been refreshed with enhanced graphics and a clearer layout.
We have also introduced a new option for our practitioners to personally tailor their reports and co-brand them.
We would like to thank everyone who has been involved in this major project - the feedback and support we have received has been outstanding.
30th January, 2020
Passion, safety and Action Logics
Whilst working with Kentech, a specialist energy construction, commissioning and maintenance company, David noted that they did something really special in 2019. They delivered 7.5 million hours of work to clients and had just 3 TRI’s – which is jargon for Total Recordable Incidents. Just three accidents on their remote, worldwide constructions sites! My neighbours and I had that many in our gardens last year! How did they do this? Firstly, they are genuinely passionate about safety – every significant meeting everywhere starts with a ‘safety moment’ when safety is the key focus. Caring about safety needs translating to action though, and I was fascinated to see how meaning-making and the Action Logics play out in creating such remarkable results. There is a wonderful interplay of different Actions Logics.
Expert – Kentech folk dive deep into the detail, like most engineers, they love it. Les Cox is the HSSEQ lead. He is master of the detail, including what happened in the three incidents and in all of the reported near misses. He has the data at his fingertips and he uses it to analyse and change behaviour.
Achiever – the leadership team focus hard on the data to drive continual improvements in safety. Their focus is personal, collective and relentless. Last year they have moved from ‘lag indicators’ (e.g. how many incidents did we have?) to lead indicators (e.g. how many people have we trained in this new process?).
Individualist / Strategist – safety is part of a wider culture that genuinely seeks to value and care for all employee. ‘We are family’ is an important strapline in the company, heard often and not just marketing hype, but a way of being. For the leadership team, looking after its people is an essential aspect of what Kentech stands for, an end in itself because people truly matter. Safety, and increasingly the environment, is a focus of awake, inquiry and testing conversations between leaders. A ‘no-blame’ culture (so hard to achieve because a wider picture is always demanded) means that reporting is honest and issues are picked up.
7.5 million hours and only three reportable accidents. That is the kind of transformation that can occur when different ways of thinking and problem solving come together. Without the data, without the drive and focus, without the wider picture there would have been more accidents, more people hurt. It made David reflect on the requirement of each leader to live simultaneously in the detail, the drive and the picture!
13th December, 2019
New Directors at Harthill
David Rooke and Philip Hayton were delighted to introduce Harthill’s three new Directors Nial O'Reilly, Simon Lovegrove and Anna Brown to a delightful gathering of Leadership Development Framework practitioners, at our recent immersive, advanced training programme, Transforming your Practice. Using a combination of participants’ materials and Harthill’s latest thinking, the group wove together a rich and inspiring developmental inquiry into debriefing and coaching with the Leadership Development Profile.
David will be focusing on client projects, developing new leadership interventions and will sit as a non-exec of Harthill. Towards the end of this year and into 2020 we have fabulous new client assignments, as well as supporting existing clients to deliver transformations of leadership.
1st October, 2019
Nial O'Reilly presents to UCD Smurfit School of Business and Executive Development
Nial was honoured to present to the Alumni of the Executive Coach Training Programme on the topic of Vertical Leadership Development recently at UCD Smurfit School of Business and Smurfit Executive Development. With his inimitable Celtic charm and deep insight, he explored applications of the Leadership Development Framework and Profile.
24th June, 2019
Transforming leaders - transforming organisations
For two decades leading consultancies have been supporting the transformations of leaders through innovative leadership programmes, developmental coaching and assessment using the Leadership Development Framework. Well understood and effective methodologies have been established. In contrast there is little know-how about the development of organisations from a purposely ‘vertical*’ stance.
In a remarkable workshop recently hosted by Harthill we engaged with two organisations taking different approaches to transformation. We heard from Laura Heaton and Erica Manento of Penske, a US logistic company, who are doing some remarkable development with their leaders, using a stratified framework to target development. In essence they seek to transform their organisation through the transformation of their leaders. We also heard from Stefan Bauer, who is engaged with transforming Ely Lily in Germany, Switzerland and Austria by inspiring learning expeditions to other innovative companies, empowered self-organising teams throughout the region and focusing on purposes that include, but reach well beyond shareholder return. Lilly seeks to transform their leaders through transforming their organisation.
In the coming decade attention will undoubtedly expand beyond the ‘vertical’ development of leaders to include the ‘vertical’ transformation of whole organisations to become more agile, empowering, responsible, community-connected, just and sustainable. Work is just beginning and it is a truly exciting time for those of us in leadership and organisational development as we expand our capabilities to engage with organisations in an emergent and yet structured way.
*vertical is a term coined to talk about stages of increasing complexity and inclusiveness in how a person makes sense of their internal and external world. This meaning-making process is hugely significant as it informs where we place our attention and what actions we choose to take.
13th June, 2019
Announcing our new and most advanced LDF practice
This advanced LDF Training Intensive (6-8th November) will be a deep dive into your developmental practice with clients, using the LDF. It is a space for shared learning about emerging theory and principles that are radically reshaping our understanding of the LDF and its applications. The developmental intent is to bring your thinking and practice to the ‘next level’ bringing experienced, authorised LDF practitioners into a playful, purposeful, informative and practice-focused space for reflection and new learning, working with the latest ideas.
The programme encompasses developmental practices relevant to all of the key Action Logics and how to shape them for a specific client and advanced training in SCF interpretation, with a fresh pick of SCFs across the LDF spectrum. We will be working with the new and significantly enhanced LDF profile, with the thinking and knowledge behind its updates (coming soon!), with each participant profiling and debriefing a practice client for use in the workshop. There will also be an opportunity to continue exploring your own development as an integral part of your practice - all at the beautiful West Dean College near Chichester.
29th May, 2019
David Rooke developing Strategist capabilities in Sweden
Following on from the success of our Developing Strategist Capabilities day in March, David has been invited to deliver the workshop in Sweden on the 15th October. Oxford Leadership together with Leader Evolve Institute are offering the one-day workshop to those familiar with the vertical development stages of the Leadership Development Framework who are based in the region.
For more information and registration please contact Carl Lindeborg.
27th March, 2019
Spaciousness and perspective in leadership
Spaciousness and perspective - these are two capabilities demonstrated by leaders interviewed at last week’s Developing Strategist Capabilities workshop and which separate them from leaders held in the grip of projects, plans and deadlines. Not that these leaders don’t have very real pressures - they do - but their relationship to them creates space and perspective. There is a developmental journey that leaders may travel, from rush to timely action, from being over-burdened by responsibility to poise, and from being submerged by events to surfing waves of change (or at least staying on the surfboard more often than not!).
It is unusual to describe spaciousness and perspective as leadership capabilities, but just like delegation or public speaking, they are learnable through purposeful effort and practice. But in a busy time-driven world are they desirable capabilities? If you’ve ever been led by a boss whose relationship to multiple demands is to be overburdened and unable to see the ‘woods for the trees’, you’ll know why they are desirable capabilities.
Spaciousness and perspective isn’t about God-like perfected leadership. It’s an attitude or stance shaped into a regular way of being in which the leader continues to be fallible… yet significantly more personally resourced. Perhaps you recognise this feeling - you’re at the end of a holiday and all that stuff from your job that really irritated you two weeks ago now seems remarkably manageable and you now have clarity about your priorities? Somehow the fog-of-war has cleared to be replaced by a sense of spaciousness and perspective, along with a renewed feeling of calmness. Imagine that the clarity and insight that comes from this way of being is how you operate most of the time. What would that bring to your strategic thinking, the quality of decisions you make, your presence, your energy and to your people? In fact almost all leaders, when asked, seek to be more considered, reflective and hold a ‘helicopter’ or ‘balcony’ view more of the time. These are developable capabilities, but how?
In the workshop last week we were exploring what ‘Strategist’ leaders bring to their organisations - and had the pleasure of interviewing three ‘Strategist’ leaders in depth. By ‘Strategist’ I’m referring to a distinct developmental stage of meaning-making (for more info read this HBR article or about the Leadership Development Framework). ‘Strategist’ is one of the last in a series of developmental moves that shape how we make meaning; how we notice, interpret and act upon the information we receive. Each developmental step changes our relationship to our world significantly and creates the possibility of different ways of leading.
What is exciting is that as leaders move towards the ‘Strategist’ stage, the possibility of being able to stand back and view events with objectivity becomes increasingly possible because of subtle yet powerful shifts in meaning-making. For example, ‘Strategists’ tend to see the dynamics of systems at play – and systems create patterns of behaviour and seemingly random events. Often when those patterns and random events impact us we take it personally… when it isn’t personal at all. ‘Strategists’ are significantly more likely to understand this dance of the system and remain unruffled, balanced and proportionate. They don’t get caught up in drama. Developing the capacities of spaciousness and perspective is not something that can be done in isolation - it is part of observing and expanding how we make meaning – what we notice, how we react and what might be alternative and perhaps more liberating responses.
Our three interviewees have been on that developmental journey for some years and this is the source of the spaciousness and perspective that infuses their leadership. The ability to stand back, not get caught up, be resourced in the face of disappointment, create perspective… all of these are cultivated over time and with conscious effort.
6th March, 2019
How organisations are developing late-stage capabilities
in their leaders
We are delighted to announce our new one-day workshop - How organisations are developing late-stage capabilities in their leaders - taking place in London on the 14th June. Looking at the later stage capacities which are required to deal with the increasing complexity and ambiguity of the workplace, we will explore the strategies and behaviours that organisations are utilising to support the 'vertical' development of their leaders.
We will explore two questions:
* what development interventions are effective
* what structures, processes and discourse in organisations provide a rich context for development.
We are delighted to be able to draw on the experience of two different organisations that have been pushing out adventurously in the development space. From the US we will hear about the experience of Penske Corporation - a large company not well known on this side of the pond, with a turnover of $26 billion and 50,000 people worldwide. Penske is a transportation services company whose subsidiaries operate in a variety of industry segments, including retail automotive, truck leasing, transportation logistics and professional motorsports. We are very excited to have Laura Heaton, VP of Talent Development and Erica Manento, Director of Executive Development with us from Penske.
From Germany we have Stefan Bauer, Transformation and Capabilities Leader at Eli Lilly. Lilly is a pharmaceutical company that employs 40,000 people worldwide and has a turnover of $23 billion. As part of the transformation of his own organisation, he has been identifying leading developmental practices in companies and organisations in Germany and he will be sharing what he has discovered, and challenging us to think more radically about what organisations can do to develop their people.
Contact Lynn to book or for further information.
14th January, 2019
LDF Training Intensive - now online!
Harthill are delighted to launch the new online LDF Authorisation Training Intensive, starting on the 1st March. Our LDF Authorisation Training Intensive is now in its twentieth year having trained hundreds of development professionals across the globe and we are delighted to add a virtual training programme (alongside our three-day residential programme in the exquisite West Dean College), to open up this training opportunity to more people living overseas. The online training process is still highly personalised and of the highest quality, with a group size of up to twelve participants, but much more convenient to access and is offered at a significantly reduced price.
Our new ONLINE Authorisation Training Intensive offers the (all-inclusive) benefits of:
• Training in the convenience of your own home/office, with no added travel time or costs
• Your LDP Profile and online 1:1 Coaching Debrief with our most experienced consultants
• Great teaching and learning about Constructivist Leadership Development – an exciting field growing hugely in influence and relevance in recent years
• Becoming ‘Authorised’ to commission LDP Reports and to debrief them with your clients
• Accessing a thriving and evolving global community of ‘development practitioners’, with regular updates, online webinars, and one-day events run by Harthill.
• Invitation-only access to practitioner development programmes and advanced training.
Past attendees of our Authorisation programmes have savoured the mix of personal and professional learning from the programme.
‘I have been working as a coach full-time for over twelve years and using the LDF now for five years. No other framework has influenced me, my practice, or my clients in the way the LDF has. It has had, and continues to have, a transformational impact on me and my work.’
Nial O’Reilly, CEO Ignite.
Becoming authorised to use the LDF Profile also gives access to the growing and exceptional community of global LDF practitioners and an on-going programme of workshops and webinars to deepen and extend knowledge and understanding, for not only professional development, but for personal growth.
For more information please contact Lynn who will be delighted to hear from you.
7th January, 2019
Developing Strategist Capabilities
Kicking off our 2019 programme of events, Harthill will be hosting a one-day practical workshop on Developing Strategist Capabilities on Friday 22nd March at Beauchamp Lodge in London.
Between 2% and 5% of leaders in large organisations profile at the Action Logic named Strategist. This Action Logic is associated with meaning-making that is most able to engage with, and lead in complexity and ambiguity. Increasingly leaders report the need to be able to lead in these conditions, but can they? The transition from the Primary Action Logic of Individualist (where typically 20 – 25% of organisational leaders profile) to Strategist is elusive – few leaders within organisations make this step.
Facilitated by Philip Hayton and David Rooke, the workshop will explore how the capabilities demonstrated by leaders with a Primary Strategist Action Logic can be adopted by leaders whose Primary Action Logics are Achiever or Individualist. This approach expands their leadership repertoire and has an underlying impact on their meaning-making capacity. We will focus on key transformational capabilities demonstrated by Strategist leaders and explore what attention and practices may lead to these being of service to leaders. This process starts by making the leaders aware of their own meaning-making so that they can then develop many of the key transformational capabilities to stretch their own effectiveness within their current meaning-making structure. Working experientially and supported by live interviews with Strategist leaders, we will explore activities and practices that individuals can undertake to grow their transformational capabilities.
Contact Lynn to book or for more details.