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Leadership Development for A-Consulting - Coggle Diagram

- - - - are experiencing anxiety due to the overwhelming nature of their roles and the transition from organizational support to personal agency, which can lead to feelings of resentment and uncertainty about career advancement.
      - Limited opportunities to get promoted to Engagement Mnager
    - - Always have their armour on / they destroyed "Charles program"
        
        Whats the cost of being armored? Where does it serve them and when does it get in the way?
    - - "Socialized Mind" / no idea of Sel-Authoring Mind
        
        Junior Consultants are often graduates with limited work experienced who need to learn how the consulting firm works. They need to understand the management consulting toolkit. I'm not sure how it serves the organisation to be self-authoring
        
        When Charles speaks of splitting, it could be that he doesn't realise that trauma or stressful circumstances sometimes causes people to regress to a lower form of development and view the world as black and white - Self-Soveriegn mind. My sense is that its probably better to teach the audience to understand that we regress, rather than focus on self-authoring
    - - Coaching
        
        What kind of Coaching is Charles doing? What metrics does he use to measure the effectiveness of the coaching?
        
        He's coached 300 people. Can he provide some categories, themes? What kind of coaching? Is there a theoretical framework or a structure to the coaching?
      - Program Design
        
        Where is Charles getting the idea that Senior Consultants need to become self-authored? What about skills development?
        
        Why are we designing programs with content that partners have already mastered?
        
        Partners
        
        How might we get the partners to whisper something positive about future programs in the hallway?
        
        Why are we designing programs with content that partners have already mastered?(https://davidbglover.com/the-path-of-mastery-vs-the-dabbler-the-hacker-and-the-obsessive/)
        
        JR
        
        Are the people interested in learning?
        
        Whats the motivation to learn and grow?
        
        Partner Leadership
        Development Program
        
        Curriculum
        
        How does it address the complexity of Partners role?
        
        Who is involved / consulted in the design? What is their background?
        
        This group hates taking decisions Is Decision-Making a part of the curriculum?
        
        is Charles willing to share it with us?
        
        Does it include ITC?
        What is in their column 4?
        
        They would prefer the safety and security as opposed to some pain, some growth, some risk and then to get that big win.
        I don't know what's going on there either.
        Well, they're making very good money. They're in a corporate, they're in an executive level. If you move them in Germany as an executive, anywhere in the world, doesn't matter, they get to keep their salary. They're secure, they're comfortable, they're protected. That would generate more risk, but it generates more complacency, I believe.
        
        Does it include Culture?
      - Partners
        
        What agreements do partner have e.g. contributing to each others learning and development?
        
        What metrics are they
        being evaluated against?
        
        What learning supports these metrics?
        
        What evidence of performance is available / needed?
        
        Work
        
        How complex is their current work and are programs designed toget them to the right Lectical level to deliver the work?
        
        What is the pan for Succession Planning at this level?
        
        Role complexity
        
        One is now COO for A-Services; another is now MD for China
        
        Would, for those kind of people, would it be helpful for them to have some kind of metric that helps them have evidence that yes, I am capable both to show externally but to feel internally that ah, The complexity that I'm thinking about things with and acting on is equal to this level of task.
        
        And would the organization feel either overly threatened or eager to adopt some kind of way of understanding the complexity of ecosystems people are navigating?
        
        Culture
        
        You talk about this cultural, you know, systemic, we're all armored up, we're all like this and nobody talks about, you know, nobody's going to share anything because You're going to feel vulnerable or you could be used against you. But what does that say about the organizational culture? And is there any interest or efforts to say, as we grow, is this how we want to be?Is this going to serve us in how we serve our clients as well as how we develop internally?
      - Charles
        
        1)How could you imagine that Lectica could look at this situation?
        
        2)do you think that this population is even interested with the revelation of the primary task?
  - - - 'Emerging Leaders' Pilot
    - - Stefan is hearing some good news about what Charles is doing
    - - No solutions exist right now; Stefan would like to create something and tie it to Charles's coaching
        
        Bréne Brown "Amored vs Daring Leadership?"