The urgency of the situation is the main focus of the discussion.
A hasty response leaves little room to consider what is happening or what the consequences of the decision might be.
CONSCIOUS LEADERSHIP
How you lead matters.
Lead with intention.
Bring listening, clarity and accountability
to the decisions that affect your team.
Practise leadership habits in real situations,
from setting priorities to delegating and giving feedback.
Listening and understanding
Making clear decisions
Practicing and reviewing
THE DAILY CHALLENGE
What you intend
and what the team experiences.
Trying to effectively support a team does not, on its own, resolve a difficult conversation, a change in priorities, or a decision made under pressure.
The ability to listen, explain, and follow up also requires practice. We work on these situations to ensure that the intention translates into specific behaviours.
The expectations are understood.
While autonomy is desired, the specific outcomes, decision-making scope, or available support are often unclear.
The important things remain unresolved.
Feedback, disagreements, or concerns are put off until they become more difficult to address.
WHAT DOES IT MEAN TO LEAD WITH AWARENESS?
Recognise your habits.
Choose how to respond.
Observing your own behaviour, comparing its effect on others, and taking responsibility for making the decision. This is the starting point for the work.
YOUR OWN LEADERSHIP STYLE.
Understanding the typical response.
We review what is done in a given situation, what is assumed, and what alternative approaches could be considered. We also identify the strengths that are worth maintaining.
What I do, what I interpret, and what I can choose.
THE RELATIONSHIP WITH THE TEAM.
Listening to how the performance is experienced.
We work on listening, expectations, and agreements. We incorporate relevant perspectives according to the scope and agreed-upon participation rules.
What is understood, what is needed, and what is agreed upon.
Listening and the responsibility to make a decision go hand in hand.
Considering other perspectives helps to prepare the decision. After that, it is necessary to explain the reasoning, establish boundaries, and assume the responsibilities that correspond to the role.
Does leading with awareness mean avoiding conflict?
It also involves addressing disagreements, providing difficult feedback, and making decisions that not everyone agrees with. The key is how the conversation is prepared, what is listened to, and how the decision is explained and reviewed.
Active listening does not require unanimity. It allows for the exchange of information without diluting responsibility or job roles.
HABITS THAT CAN BE WORKED ON
Leadership takes shape
in everyday situations.
These areas guide the initial conversation. We choose those that address the challenges and the needs of the people involved.
- Acknowledge your own response.
- Identify how you react to pressure, uncertainty, or disagreement, and what alternatives are worth practicing.
- Listen before concluding.
- Ask questions, compare understanding, and provide space for perspectives that can change the interpretation of a situation.
- Clarify decisions
- Explain priorities, criteria, and expectations, making changes and their consequences explicit.
- Delegate with support
- Agree on results, decision-making authority, resources, and review points, without replacing the other person's responsibility.
- Discuss work
- Provide feedback with examples, acknowledge contributions, and address outstanding issues with respect and clarity.
- Address tensions and boundaries
- Expressing disagreements, reviewing commitments, and distinguishing what can be decided from what requires support or organisational response.
The process is adapted to the needs: not everyone needs to adopt the same habits or do them in the same order.
WHAT YOU TAKE AWAY
A clearer perspective.
A specific action to practise.
The work translates into a focus, a practice, and commitments to implementation. Explore these three through a single fictional scenario.
ESFERICALCONSCIOUS LEADERSHIP
FICTIONAL EXAMPLE · A NEW URGENCY
Before accepting another urgent request.
Situation
An urgent request arrives when the team is already working on other tasks.
Habit of reviewing
Accepting the request and assigning it to the team without clarifying which priority changes.
Agreed focus
Listening to the working conditions and explaining the decision before reorganizing.
A situation, a practice focusFictional example. The habit is contrasted with the person; it does not describe a client or come from a rating.
Identifying the habit that is beneficial to work on.
A shared reading connects the leadership style with specific work situations. It helps to identify strengths, compare perspectives, and choose a priority that makes sense for the individual and their team.
- Relevant situations and common ways to respond.
- Strengths to retain and aspects to compare.
- A work priority expressed in concrete behaviours.
Knowing where to focus attention and why it is worthwhile.
Let's talk about your projectAn example of what you receive. Your proposal sets out the materials, who they are for, the sessions and the follow-up.
HOW WE WORK.
Observe. Practise. Review.
Make it part of daily work.
Listen carefully.
Decide responsibly.
With support, leaders can reflect on how they have handled a situation and try a different response. The value lies in what they can apply when working with their team.
Understanding the challenges of leadership.
We agree which situations to work on, who will take part and what we need to understand about their context. Together we define the purpose and scope of the support.
Observing and comparing habits.
We review specific experiences alongside the perspectives we agreed to include. We identify strengths and choose what to work on.
Preparing and practicing alternatives.
We use familiar situations to explore questions, conversations and decisions. The person tries a response and receives feedback.
Applying in real-world situations.
We identify a real opportunity to try the approach, the support it calls for and where each person’s responsibility ends. This gives the learning a practical focus.
Review and adjust.
We compare what happened, what was learned, and what needs to be changed. The format and continuity of the sessions are agreed upon in the proposal.
FROM HABIT TO PRACTICE · ILLUSTRATIVE EXAMPLE
“This is urgent too.”
What happens before the request reaches your team?
A new request arrives with the work already committed. The responsible person adopts a method that incorporates information, an explicit decision, and follow-up.
Ask before assuming
Determine what is needed, by when, what is already in progress, and what needs to change to address the request.
Decide and explain the criteria.
Agree on what is prioritised, what will be moved, and who should resolve any dependencies. Communicate this to the relevant people.
Review how it worked.
Check what was understood, what difficulties arose, and what would be best to do differently next time.
Fictional scenario, without client results. The practice adapts to responsibility and context; leadership does not replace the resources or decisions needed for the work.
WHEN IT PROVIDES VALUE
Different challenges.
More deliberate responses.
When forming a team.
When a new responsibility requires coordination, delegation, and a different approach to communication.
Clarify how to fulfill the role and what support the person needs to do so.
When there are outstanding conversations.
When it is difficult to provide feedback, address disagreements, or address unclear expectations.
Prepare specific conversations and agreements that can be reviewed.
During times of pressure or change.
When priorities change and the decision-making process affects the work of others.
Make the criteria, responsibilities, and limits explicit.
WORK WITHIN A SPECIFIC CONTEXT.
What you can change.
The support you need.
The person leading has a scope of action and also works within certain conditions. We review both aspects to agree on realistic practices.
Support allows for preparing conversations and reviewing decisions. When there are obstacles that depend on the organisation, the relevant parties and support are identified.
Address any questions or concerns that arise during the process.Individual participation
The person contributes by presenting scenarios, contrasting their behaviour, and choosing commitments they can realistically fulfill within their responsibilities.
Organisational conditions
Expectations, decision-making authority, resources, and opportunities for applying and resolving obstacles are reviewed.
Support and trust
Goals, participation, and rules for sharing information are agreed upon. Sessions and feedback have a defined scope.
CONNECTIONS THAT PROVIDE CONTEXT
Understand the situation.
Build on the progress.
Other services can provide different perspectives or help organise subsequent actions. Their inclusion is determined by the need.
BEFORE WE BEGIN
Questions
you may have.
Participation, sessions, confidentiality, and application to work.
What do we mean by "Conscious Leadership"?
Focus on one's own leadership style: how one listens, what decisions are made, how communication takes place, and what effects it has on the work of others. The program helps to observe habits, practice alternatives, and review their application in specific professional situations.
Who is it for?
For individuals who lead or coordinate teams, take on new responsibilities, or need to manage a leadership situation. The project can be individual or involve several leaders; the objectives and methods of participation are tailored to the context of each organisation.
Is it a course or a coaching process?
The program is designed according to the specific needs. It can combine individual sessions, group work, practical workshops, and application between sessions. Participants, content, format, time commitment, and follow-up are defined before starting. There is no single program for all organisations.
Is a pre-assessment required?
It is not a general requirement. We can start from agreed-upon situations and needs. If it is appropriate to incorporate Feedback360+ or another assessment, its utility, scope, and use of information are defined. The results are interpreted in context and do not replace the conversation with the individual.
Does the team of the person leading participate?
They can provide valuable perspectives when appropriate and when it has been agreed upon how to do so. Before starting, the purpose, who participates, what information is collected, and who receives it are explained. It is not assumed that the entire team must participate, nor that all contributions can be shared in the same way.
How is a real-life situation handled?
A relevant situation is chosen, and the observations are distinguished from interpretations. An alternative course of action is then prepared. This is followed by rehearsal or application with the agreed-upon support. The process then reviews what has occurred and the available options for adjusting the next step.
How is progress measured?
Agreed-upon signals related to the target behaviour are established: clarity in communication, application of an agreement, or the ability to contrast another perspective, for example. Specific experiences are reviewed. Attending sessions does not automatically improve leadership, and no uniform result is promised.
What information does the organisation receive?
Before starting, the recipients, the content of the feedback, and the confidentiality of the sessions are agreed upon. The participant must be aware of these rules. The development agreements and shared conclusions are explicitly defined; the content of each conversation is not automatically provided.
What if the problem lies in the working conditions?
This difference becomes apparent. A leadership practice can help clarify or address a problem, but it does not replace the resources, decisions, or changes that are the responsibility of the organisation. It distinguishes what an individual can handle from what requires a response in another area.
How do we get started, and how long does it take?
We start with the challenge and the people we want to support. The proposal outlines specific objectives, sessions, format, deliverables, responsibilities, a schedule, and investment. The duration is adjusted to the scope and opportunities for application; additional training or assessments are included when agreed upon.
LET'S TALK ABOUT LEADERSHIP
What does
your team need from its leaders today?
Tell us which situations you want to work on and who needs support.
We’ll design an approach grounded in their daily work.
Real-life situationsPractice with guidanceCommitments and review
Request a proposal We will agree on objectives, participants, sessions, format, deliverables, schedule, and investment.