I'm surprised how some coaches and consultants want to work in this space and feel they can just wing it. What your clients are embarking on is truly daring and the way to honor that is to offer them superb support.

Are you hoping to make an organization "teal"? Or to help an organization become self-management? Here are a few thoughts for you if you are attached to making an organization you work with become a certain way.

I often get the question: what's the best way to convince the CEO I'm working with to adopt the kind of management described in your book?Here is my answer. You might not like it at first, but I believe it will bring you to a deeper and more beautiful relationship with your client.

Many coaches and consultants have asked me how they could find clients who "get this" and with whom they could work. In this episode, I'll share a few thoughts of how how you could find them... or rather how they could find you.

Do organizations moving to "teal" still work with consultants? Or do they just need coaches and figure the rest out by themselves? Interestingly, the kind of support I've seen various organizations need seems to be quite similar across the board.

When you try to "sense and respond" in your team but the rest of the organization is stuck in "predict and control", you'll essentially have to navigate two parallel worlds.

Inviting people to show up more whole in your part of the organization is well within your control and shouldn't stir up much trouble with the rest of the organization.

Here are some key practices related to self-management you could bring to your team even if the rest of the organization stays put with traditional management.Can you guess which they are?

Obviously what you set out to do will rub against the grain of the rest of the organization and you can expect some resistance. How much resistance you get can vary tremendously though. There is much you can do to minimize resistance and make your life a whole lot easier. And it hasn't so much to do with what you say or do but with how you show up.

This is option 2 out of 2 for how to go about reinventing the management of your unit: you simply get going and do it below the radar screen.(For option 1, "negotiating a protected space" see the previous episode). Doing it below the radar screen boils down - pardon my french - to opening the shit umbrella. The idea is to insulate your unit or team from corporate ... well, you guessed, shit ... raining down on it from higher up in the organization.

I know of a unit leader who successfully negotiated a special status for his unit that gives him freedom to experiment.Here a few thoughts on how you might create such a contract with top management and how you might make so appealing that they actually agree to it!

Before you start your adventure, this question more than any other might help you chart the course: how far are you willing to go, what risks are you willing to take?

Remember the two conditions for a company-wide transformation: the CEO must get it and want it, and so must the board. If the CEO is not on board, a wholesale transformation is off the table, but you might still bring about beautiful changes within your own sphere of influence.

This episode is about what might look like a point of detail... but a revealing one!I'm not a big fan of the word "vision". Rather than developing a vision for the organization, can we hear a call for where the organization wants to go? The difference, as subtle as it might sound, is fundamental to me.

Indicators and targets are central to the old ways of trying to predict and control the future. Can and should we do without them?

Budgets are often the central backbone of organizations. Let's think through if budgets still make sense in a world where "sense and respond" replaces "predict and control". And if so, how.

Today we often plan much more that we need to. From it's not far to the typical misunderstanding: planning is bad!It's not. There are simply two pitfalls to avoid: planning too much and believing our plans.

A deep dive into how we can do strategic thinking when we no longer want to "predict and control", but instead want to listen to where the living system of the organization wants to go.

What about the strategic plans we used to do: is some form of that still helpful in a world of "sense and respond"? Very often, I believe the answer is no. But here are four reasons it might make sense to do "strategic thinking"

Often we simply wrap nice sounding words around the products and services we offer... and ta-da, there is our purpose. Most likely, though, this is simply a "fake" purpose. Remember: purpose is not something we design or declare, it's a voice that whispers if we know how to listen and calls us to a better future. It's time we stop the BS and face the fact that a true so much of what organizations do is destructive and that a true purpose is antithetical to continued destruction.In this episod...