As with individual leaders and their teams, organisations have a ‘shadow side’ to their personality; one that is often more potent than the rational world of strategy, budgets, change roadmaps and KPIs. The shadow side includes phenomena such as culture, climate, values, myths, trust, turf-wars and institutional bias.
The shadow side can be observed at a surface, behavioural level. Culture, for example, is often referred to as ‘….the way we do things around here’. However, digging deeper, one finds realities of organisational life that are easier to feel than define and which transcend mere culture. These include out-of-awareness, seemingly irrational forces that can keep an organisation stuck, overwhelmed or in crisis mode. For example, when leaders and their teams act out their unspoken anxiety about the future, unwittingly behaving in ways that maintain the safety of the status quo.
Creating the right conditions for leadership means working with these less visible, felt aspects of your organisation’s ‘shadow side’. Deep C designs and implements leadership systems that call upon our expertise in this area. We believe that for any organisation to be innovative, agile and adaptive, it needs to achieve – and maintain – a healthy and balanced relationship between its rational ‘personality’ and its shadow side. Without this equilibrium, change initiatives are unlikely to succeed.