Leading Concepts Group
Leading Concepts Group


“No punishment is greater than one we lay on ourselves when we conspire in our diminishment” – PJ Palmer

leadershipExecutive Excellence – Small and medium-sized business executives must draw from a diverse range of talent, normally less than what is available in larger companies.  Excellent leaders in this circumstance require an integration of ego-displacement, authenticity, systems-thinking, respectful interaction, attentiveness, self-mastery, and patience.  These qualities do not transpire accidentally.  They emerge from the executive’s commitment to emotional maturity, combined with a modeling and mentorship regimen that appreciates the respective business’ dynamics.  The Leading Concept Group Model provides that modeling and mentorship with an unyielding focus on results.  The Systems Perspective  for the executive requires that they:

  • See themselves as part of the system, influencing from the inside out, not directing from the outside in.
  • Understand that real power uplifts, excites, and seeds the system for re-generation and constructive growth.
  • Leverage intuition with preparation and detachment, leaving the option for adjustments to the inevitable challenges to business strategy.  
  • Build resilience in the organization and make it comfortable with complexity and ambiguity.   

Management Excellence – Management has generally a thankless role in reconciling the vision of the executives and upper management, with the efforts of the individuals that expend the most energy to execute the business strategy, which is the rest of the organization.  Enlightened managers understand the dynamics at the top and bottom of the organization and develop solutions that gives strength to their action rather weaken their resolve.  The Leading Concepts Group Model drives this shift in thinking and mitigates tendencies toward fence-riding and creative avoidance.  The Systems Perspective  for the manager requires that they:

  • Place less emphasis on event-thinking, understanding that there is “never only one thing” causing a problem.
  • Appreciate that managerial decisions are not inherently moral or immoral in nature – there are ranges of possibilities that are not black or white.
  • Understand that they are most effective when they are co-creating with, versus imposing-on, the workforce.
  • Become masters at converting conflict and resistance into creative tension, forging contributors where they have previously identified scape-goats.

Personal Mastery – Personal mastery reframes the leadership equation that assumes only the assigned leadership has the capability to design solutions.  The balance of the organization leads, consciously or unconsciously, from wherever they are in the organization.  The key is to give them the awareness of how they impact the business so they can do so constructively.  The Leading Concepts Group has developed a proprietary model that fosters leadership at every level of the organization.  The tenets of the model are Systems Based, and address attentiveness to increased internal capacity and character, inner work for accountability, mitigation of protective measures that stunt growth, continually building system-influence, and breaking addictions to urgency, old ideas, and old ways performing.