Relational Dynamics draws on theories and tools from a wide range of sources including coaching, emotional intelligence, psychology, neurology 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, health and well being of human relations and interaction, much hard work can stall in the face of even our mildest of human dysfunctions.
Successful organisations and teams operate with high levels of trust, shared responsibility and motivation: this engenders working cultures which are productive, supportive, open and maintain curious attitudes to ‘useful failure’.
What traditionally might have been seen as the ‘soft skills’ within the workplace, have, in recent years, been given a renewed priority. In the face of pandemics, the climate crisis and economic and social unrest, leadership as we knew it, is challenged to change.
We believe a grasp of a coaching philosophy and skill set & relational dynamics – both in life and work – raises our potential to listen more keenly to one another and to increase the possibilities of working collectively to solve problems, at a micro and macro level.
When we have asked people to identify their role models in terms of ‘significant leadership’ and associated qualities, consistently people highlight:
- Integrity, passion, ‘other’ centred, nurturing, challenging, humorous
- People who listen, live their values, engender trust, trusting and trustworthy
- People who are dependable, self-aware, can manage their emotions and those of others and are not afraid of conflict or the truth or making the ‘difficult decision’
- They inspire generosity, understand the ‘greater good’, are non-judgemental, can exercise judgement well, are courageous, motivated and motivating.