One Leadership Project

Why we do it
On the one hand – Because the way the world is going isn’t working. The economic models are changing. Stress, anxiety and depression are epidemic. So is conflict. The environment is being exhausted. Too many leading organisations and individuals are not leading by example. The technology is game-changing.

On the other hand – Because there is so much opportunity. The economic models are changing. People are wanting to work together on things that matter to them. They are wanting new ways to work together. ‘Doing the right thing’ and living your values attracts talent and customers, builds positive reputation and saves money. The technology is game-changing. People want to be engaged and creative. They want to discover and fulfil their potential which drives innovation and change. People are yearning for hope, vision, meaning, purpose, integrity, useful contribution, making a difference, fun, being challenged to do something extraordinary and discovering their potential, being remembered for doing the right thing, leaving things in a better place than they found them.

Why ‘One’ Leadership?
It’s called the One Leadership Project because if you are up to big change you will know you can’t do it by yourself. You will have to work together as one team, maybe one whole organisation or even collaboration, towards a shared endeavour worth striving for. And for those who recognise the way all things are connected, as part of one world. And importantly for integrity and authenticity, it’s also about being ‘one’ with oneself. That’s also why we work at team, organisation, collaboration and individual levels.

What we say ‘no’ to
There are some situations where it’s easier for all if we just say ‘no’ at the start. These include:

People who only want to talk about it
If we don’t fall in love with your venture and what you are trying to do
Environments where the truth and ‘tough stuff’ cannot be spoken
Leaders wanting us to take responsibility for what is theirs
Anything we are not prepared to defend in public
Organisations that do not believe in the value of investing in their people
People who are keen to fix others whilst not wishing to deal with ‘their stuff’
People who want to leap to quick answers without considering the bigger system, even if it is complex, uncertain and ambiguous