We use the term Relational Dynamics to describe our approach to leadership which draws on theories and tools from a wide range of sources including coaching, emotional intelligence and contemporary research into leadership. Put simply, it is the art of interaction with self and others.
We can write business plans and marketing strategies; we can develop work systems and protocols; we can design excellent products and services; however, unless we pay attention to the quality and health of human relations and interaction, much hard work can stall in the face of even mild human dysfunction.
Successful organisations and teams operate with high levels of trust, responsibility and motivation: this engenders working cultures which are productive, supportive, open and maintain healthy attitudes to ‘useful failure’.
Through dialogue with leaders in the cultural and non-profit sectors, we’ve developed a view of leadership where what might traditionally have been seen as the ‘soft skills’ of human interaction are at the heart of how we bring our best to our work, and how we work with self and others. A Relational Dynamics approach supports and develops leaders who:
- Lead with integrity and passion and are nurturing as well as challenging
- Listen to others, lead by example, trust others and are trustworthy
- Are self-aware, non-judgemental and can manage their emotions and the emotions of others and are therefore not afraid of conflict or making the ‘difficult decision’
- Inspire generosity, commitment and are courageous, motivated and motivating.