Leading Concepts Group
Leading Concepts Group


methodologyPeter Senge, author of The Fifth Discipline and Senior Lecturer in Leadership and Sustainability at MIT, states that businesses are “dedicated to mediocrity because they fail to recognize they are a collection of systems bound by an invisible fabric of inter-related actions”.  The Leading Concepts Group grounds the efforts of small and mid-size businesses working to reverse the grip of mediocrity by exercising a Business Methodology that is dedicated to elevating the Systems-Thinking capabilities, Personal Accountability, and Business Acumen of every individual in the organization, which in turn drives business excellence.    

Why Systems Thinking?

Systems thinking reverses the aggregate inattentiveness of an organization to the dynamics of all the factors at work within it.  It strengthens the organization’s ability to comprehend which of its business challenges are acute versus systemic.  It counters the tendency toward “organizational laziness” or compartmentalizing, assigning blame to individuals and events for easy diagnosis, thus mollifying some managers’ temptation to abdicate responsibilities.  Finally, it constructively depersonalizes how its members view their role in the organization, understanding that it is their gifts and not shortcomings that engender focus.  In this environment individuals choose to validate business objectives rather than serve a personal validation addiction – one that places a premium on how they look, or how well they are liked, rather than how they act.

  • A lack of systems-thinking results in wasted time, energy, and resources, and manifests as a stagnation of organizational integrity.

Why Personal Accountability?

Organizations can be ignorant, and often dismissive, of the resistance that pervade a workforce – a workforce that includes the executives, management, and non-exempt individuals.  Resistance at each of these levels in the organization has at its root a lack of purpose and trust.  Individuals then proceed, however well-intentioned, in an inauthentic manner, exhibiting behavior that is more aligned with compliance than purposeful commitment.  In extreme cases individuals militarize, deflecting information that could assist them, assigning disproportional amounts of energy toward avoidance of any change at all.  The leadership equation must shift from a designation and attribute of some of the workforce, to one of active leadership for everyone.  This is difficult work that encourages individuals not to shortcut their contributions to the organization and growth, but appreciate the proper and necessary evolution of anything that is substantive.

  • A lack of personal accountability stunts personal growth and manifests as a stagnation of organizational growth.

Why Business Acumen?

Every member formally or informally, consciously or unconsciously, conducts business for its organization.  Done consciously, individuals claim ownership for properly impacting the business, regardless of where they are in it.  The antithesis to this is to indifferently accept and tolerate organizational initiatives without understanding or a desire to elevate the process.  Business acumen demands an understanding of the metrics that drive the business, particularly at the executive level.  However, in the systems-thinking context it is about framing each individual’s primary responsibility as a visible expression of their respective gifts within the scope of the required work.  “Business acumen” is dedication to a sustained, learning environment, so that the organization does not degrade into a culture of victimhood or an arena of spectators.

  • A lack of business acumen manifests as a stagnation of organizational intelligence.