Your Situation
You may be leading an organisation that is under pressure — from outside, from within, or both. The demands on you are real and multiple: from boards and trustees, from staff, from the people your organisation exists to serve. Some of what you are carrying can be shared. Some of it cannot.
You may have noticed that certain difficulties recur — in your leadership team, between people, in the culture of the organisation — however many times they are addressed. Or that something has shifted in the organisation that you cannot quite account for, and that the usual responses have not reached. Or that you are holding a level of complexity and strain that you have nowhere to put.
You may be clear that you need a different kind of thinking alongside you. Or you may be uncertain — half-convinced that this kind of work is relevant, half-sceptical about what it could offer that you cannot find elsewhere.
What tends to become clear in an initial conversation is that the difficulties leaders and organisations bring to this work are rarely what they first appear to be. They have roots — in the history and dynamics of the organisation, in how authority is held and experienced, in the psychological life of the institution and the people carrying it. Understanding those roots and dynamics is what makes it possible to address difficulties at their core rather than at their surface.
This is serious work, done seriously. It does not require you to be a particular kind of person, or to approach it in a particular way. It requires only that you sense that what you are dealing with deserves more careful thought than it has yet received.