7.8 Some ideas: evolutionary purpose

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.