If you're climbing Mount Everest, you’d rather Sherpa Tenzing by your side than go alone.
What has a Sherpa got to do with developing capabilities in your organisation you might ask?
Xenergie's definition of a Sherpa goes as follows:
"A Sherpa is a highly tuned change agent, beyond the usual notions of project director, who has a multi-faceted skill set, linked to both strategy and a depth and breadth of awareness around human and ecological systems. They have the ability to accompany people on a journey into the unknown, whilst teaching them how to navigate the journey themselves. raising awareness, building team spirit towards a meaningful shared purpose and make sense of the repercussions of shifting systems and seemingly depleting resources, managing the concerns of stakeholders and make things tangible for their organisations."
In a world where the speed, volume and complexity of change can threaten to throw organisations off their stride, there is a pressing need for strategic thinkers and influential change agents who can clarify the issues at stake, mobilise their colleagues and orchestrate purposeful change.
The challenge of these times is that of understanding and appropriately framing the number and extent of uncertainties and forthcoming challenges in a way that they can be worked with and made sense of. The term “sense-making” is one that has entered the business vocabulary recently, along with a growing understanding that transformation ultimately means leaving behind a way of thinking that no longer serves, and adopting another. And yet, the attachment to ways of thinking is one of the tightest premises around which most organisational leaders converse and reinforce each other, often very unconsciously, and reject the risk of testing new ways. These attachments are arguably the greatest strategic risk of today.
However, rather than “releasing those attachments”, there is a way of building on them. New ways of working are expansive and reductive, and do not dismiss the importance of history or what has got us here. Holistic and progressive ways are required that add to our understanding, and help us to make sense of complexity in a way that we can organise it and not become overwhelmed by it. There are a number of 20th century psychologists and philosophers such as WC Graves, whose Spiral Dynamics theory, and Elizabeth Kubler Ross’s grieving cycle, have spawned a range of later builds by the likes of Andrew Cohen, Ken Wilber, Otto Scharmer, Susan Cook Greuter and that have translated furthermore today into practical frameworks and toolsets that are now very useful to leaders.
Such toolkits and ways are the gold inside Xenergie’s Advanced Diploma in Culture Transformation, around which is the wrapper provided by Xenergie’s own IP and experience in applying and integrating models and frameworks in practice and leading groups through real transformation journeys. Importantly it leads people through both a parallel personal, team and organisational transformation, and thinking and acting more widely towards meaningful environmental and social outcomes as aspired to in the UN’s Sustainability Goals.
If you are a sense maker, a change agent, or you are looking to develop this capability inside your organisation, then Xenergie’s Advanced Diploma in Culture Transformation is the course that will prepare YOU, in your personal and professional journey . Learn more here