At the heart of any human performance lies human experience. The way we experience people and the world around us determines how we perform and relate to them. The experience that board members and leaders have with board and leadership realities is a key driver for their behaviour and performance. Our impact is through starting conversations within the board and leaders that build on this human experience and using it to enhance the effectiveness and performance of the board and individual leaders.

Combining the governance and clinical perspective

We look at boardroom and leadership realities by combining the perspective of governance: the distribution of tasks and roles and the powers and responsibilities that come with it, with the clinical perspective: seeking to disclose the unconscious processes and patterns of behaviour, all in the constellation in which the board and leaders operate.

To illustrate, the formal distribution of roles and tasks triggers diverging perceptions and ideas of these roles and tasks of different board members, which to a large extent remain outside their awareness but impact their behaviour. In addition, the human reality of life and behaviour in organisations and in boards necessarily comprises ambition, passion, beliefs, aspirations, fears, sympathies and values that fundamentally influence the success of an organisation or board.