If anything, recent years have taught us that ever-increasing complexity and disruption will play an important role in what our future looks like. The survival of companies and institutions will rely heavily on their ability to anticipate and adapt to change.
Based on decades of empirical research and hands-on business experience Still Moving have identified four interconnected leadership skills that form the basis of Still Moving Leadership: A framework called Change Vitality that holds the four keys to successful Change.
Find out more about becoming a certified practitioner in Change Leadership
Contact email@example.com to reserve your space on our programme.
Harvard Business Review August 2022 – by Deborah Rowland, Nicole Brauckmann and Michael Thorley
Emergence: The Journal of Business Agility July 2022 – by Nicole Brauckmann
“Who are Still Moving?” – An invitation to meet and reflect about Change Leadership
We are passionate about bringing better and more responsible change leadership into this world. If you are curious how we could support you on your journey, do get in touch!
Gateway to Still Moving Leadership offers an opportunity to explore how Change Vitality enables sustainable outcomes for organistions and the people within. You will leave this experience with input for immediate application and you might use it as a starting point for a deeper developmental journey.
The module will be run online as two consecutive half days to create an immersion into Still Moving leadership. Brief theoretical input in the form of lectures and short videos will be complimented by many real-life-stories from our decades of consulting and personal leadership experience. It combines small group work with facilitated conversations and reflective self-discovery work, giving you opportunities to engage in interactive sessions with each other and start applying what we have to offer within your contexts.
We have developed the Change Practitioner Programme to help you develop Still Moving leadership, and what’s more, to enable you to develop it in others, too.
It’s an intense seven-month journey for “seasoned” change practitioners. In a combination of online and face-to face encounters within the whole group, smaller subsets and one-on-one settings, the programme will be an experiential practice field for live in-the-moment learning about systems and how they can either become stuck or move with greater ease. Such a “living laboratory” approach can be challenging but also very rewarding, deep transforming work!
A multi module programme offers an opportunity to develop Still Moving leadership in practice. The modules touch on all factors of Change Vitality – inner capacities, external practices and change approaches as well as the ordering forces – in a mix of experiential learning and theory with a clear emphasis on application. In between modules, a focused process of peer coaching, learning expeditions to different contexts beyond your own organisation, and a deepening practice of inner capacities, contributes to immediate real-life shifts in the business that heighten the effectiveness of your change efforts, and develop lasting growth in your leaders.
A short, one module programme, typically 3-4 days, that takes you through the essentials, offering you an opportunity for practising the inner capacities, exploring the change leadership practices and discovering new approaches to leading change. Typically we work in a combination of experiential work, theory and immediate application to your own situation, with an emphasis on skilful facilitation rather than teaching, as we believe Still Moving leadership is caught, not taught. Participants would leave this programme well equipped to apply Still Moving leadership to their daily practice.
Your leaders are using an effective overall change approach, yet their own leadership lacks the ability to face difficulty squarely on
You have “initiative overload” in your change, and it is too centrally dictated, leading to little local ownership to make change happen
Your leaders have articulated the case for change well, yet people lack the feeling of an overall emotional purpose to inspire them to make the change happen
You have been overly critical of the “past regime”, leading to people feeling dishonoured for what they contributed in the past
Your leadership team, while skilled in their practice, need to cultivate deeper inner capacities of stillness and systemic perceiving so that you break the organisation’s habitual routines
Your leadership team are not doing enough to channel the anxiety of your people towards purposeful and creative action