Inspired - Personal & Professional Coaching

karen@inspiredcoaches.co.uk

Coaching programmes

Our tailored leadership coaching and business coaching programmes are progressive and based on some of the latest thinking in leadership, business model evaluation, cultural, and structural development within organisations. 

We understand that this information is new to some people so we intend to build a resource here for those interested in the theory and research behind the design of our programs.

Leadership Coaching

We provide tailored leadership coaching packages to guide business leaders through a personal transformational process. Using coaching and self development techniques we help to reposition leaders to a place of improved self awareness, emotional wellbeing and impact. 

Business Coaching

We enable and empower leaders to move from their current business model to a new vision and model that enhances the impact on both business and social objectives. Adopt a
new strategy, structure, and culture, whilst preserving your organisation’s objectives.

Our approach

Our approach to coaching is based on four concepts.

We believe that by incrementally embracing these concepts leaders can feel more empowered by a full awareness of their leadership style and organisations can experience the benefits of alignment of culture and structure with leadership and a greater impact on stakeholders and multidisciplinary objectives.

Values Alignment

Values Alignment is the process of aligning an individual or group’s values with their thoughts, behaviour and goals. In a general sense, it the process of ensuring that an individual’s or an organisation’s core values are consistent and in harmony with their actions, behaviours, decisions and goals. It involves aligning what is deemed important, meaningful and ethical with how one conducts themselves or operates. Values alignment is a fundamental concept in personal development, business management and organisational culture. It involves a process, as follows:

  1. Eliciting and identifying core values – such as honesty, integrity, transformation, alignment
  2. Assessing current practice and whether current decision making, actions and choices are aligned with core values
  3. Identifying misalignments, discrepancies between values and actual behaviour
  4. Realignment, making changes to modify behaviour, decision-making processes or goals to better align with values
  5. Setting goals, ensuring goals that are set are congruent with core values
  6. Promoting and measuring progress towards a values driven culture

When values are aligned with actions it can lead to a more positive work culture and strong ethical businesses. This can lead to more impact on multidisciplinary objectives and stakeholders and therefore more business success.

Spiral Dynamics

Spiral Dynamics is a psychological and developmental theory that seeks to explain human behaviour, values, and worldviews through a model of evolving stages of consciousness. It was developed by Clare W. Graves in the 1970s and further popularized by Don Beck and Christopher Cowan in the 1990s.  The core concept of Spiral Dynamics is that human beings progress through a series of value systems or memes, each represented by a different colour on the “spiral.” These value systems reflect different ways of thinking, perceiving the world, and organizing society. Each stage builds upon the previous one and offers a more complex and comprehensive worldview. The stages are often referred to using colour codes, a common sequence is:

  • Beige: Survival, food and shelter
  • Purple: Loyalty, security, tradition, family and home comforts
  • Red: Assertiveness, owning individual power, mojo, passion for work
  • Blue: Authority, accountability, roles, management plans, budgets
  • Orange: Results focussed, outcome orientated, competitiveness, success, money
  • Green: Empathetic, team focussed, egalitarian, consultative
  • Yellow: Innovation, win-win, individuality, integrity, self-awareness, continuous learning

Spiral Dynamics does not view these stages as fixed or deterministic; individuals and societies can operate at different stages in different contexts or areas of life. The theory suggests that individuals and cultures may transition between stages as circumstances change or as they encounter new challenges. We have found that individuals can transition through stages in personal and professional development programs and through our coaching programs. We therefore sometimes use spiral dynamics profiles to demonstrate these changes in values systems before and after coaching programs for individuals and organisations. In some management theory books ‘conscious leadership’ has been seen as analogous with the yellow value stage in spiral dynamics.

Spiral Dynamics has been applied in various fields, including psychology and organizational development to help understand human behaviour, conflicts, and community development. It’s often used as a framework for analysing the values and motivations of individuals and groups in different contexts.  

For further reading: Spiral Dynamics: Mastering Values, Leadership and Change. Prof, Don Beck and Christopher Cowan  (2005)

Conscious Leadership

This is an approach to leadership which emphasizes self-awareness, authenticity and a deep understanding of one’s values and purpose. It involves leaders being fully present, mindful, and well-intended in all their actions and decisions. A holistic approach is taken to business growth, which includes business results and also the wellbeing and growth of teams and the whole organisation and its stakeholders.

Leaders who practice conscious leadership, commit to practicing the following:

  • Taking responsibility for their life and decisions
  • Learning through curiosity and self-awareness
  • Using emotional intelligence, feelings and intuition
  • Being authentic and honest and not engaging in gossip
  • Practicing with integrity
  • Working in their zone of genius
  • Making decisions with empathy and compassion
  • Committing to continuous learning, and
  • Taking a long-term perspective

Conscious leadership is not just a leadership style, it’s a philosophy that prioritises the development of people in a committed, empathetic and holistic and ethical manner. By embracing these principles leaders and workplaces can create more positive environments with better team collaboration, work ethics and business success. 

For further reading: The 15 Commitments of Conscious Leadership.  Dethmer, J., Chapman, D., & Klemp, K., W. (2014)

Holistic and Integrated Business Solutions

Holistic and Integrated Business Solutions refers to the strategies and approaches that address an organisation’s holistic wellbeing and which optimise business solutions and multidisciplinary performance. These organisations are analogous to the yellow stage in Spiral Dynamics (called teal in the book: Reinventing Organisations). These organizations are characterized by self-management, a focus on purpose, and a deep sense of wholeness among employees. Some of the principles of these organisations and approaches proposed are as follows:

  • Alignment with goals so that every aspect of an organisation contributes to the development of these goals and an organisation’s unique purpose
  • Long term sustainability and responsibility so that the social impacts of a business are important to its long-term success
  • Continuous improvement and adaptation are essential to business conditions so that the business and all its parts are evolving and refining all the time
  • Traditional hierarchies are replaced with self-managing teams. Employees have more autonomy and are empowered to make decisions that affect their work. 
  • Employees bring their whole selves to work. They don’t have to put on a mask or hide parts of their identity. This principle fosters a more authentic and fulfilling work environment
  • Customer centricity which prioritises delivering value to customers across the entire customer journey 
  • Teams and roles evolve based on the needs of the organization and the skills and interests of employees.
  • Leadership emerges at various levels of the organization. Anyone can take on a leadership role when the situation calls for it
  • Open and transparent communication is supported. Information is freely shared, and there are few secrets
  • Organizations consider the needs and desires of all stakeholders, not just shareholders
  • Organizations aim to be financially sustainable; however, profit is a function of fulfilling their social purpose and serving stakeholders effectively

For further reading: Reinventing Organisations: A guide to creating organisations inspired by the next stage in human consciousness. Laloux, F., (2014)