Understanding the challenges and designing bespoke solutions.
Whether we are working with individuals, teams or groups of people, our approach is the same: before we deliver, we have an in-depth conversation about the challenges being faced by the client. Only once we have understood this do we start to design the solution.
We are also nimble on our feet and recognise that, from time to time, we will need to adjust what we have built to cater for changing circumstances or the unexpected.
Leadership thinking has evolved constantly and the recent pandemic has highlighted the limitations of dogmatic leadership. A more thoughtful approach, based on the consideration of possible future strategies has become more prevalent.
Insights Discovery profiling
The Insights Discovery model is based on the work of Carl Jung. It has gained worldwide recognition over more than 30 years of application. It can be used for individuals or teams, and is particularly effective when used in conjunction with coaching.
Colonel Lucy Giles, first female College Commander, Sandhurst
Having been the beneficiary of mentoring myself, and as a practitioner on the mentoring programme, I know first hand the benefits of collaborating with other sectors. Ian and Hilary Wigston expose us to an external perspective in leadership development, highlighting the organisational advantage gained through diversity of thought.
David Laws, Schools Minister 2012-2015
Thought provoking and based on a wealth of personal experience. Great insights on raising our sights for professional development in the world of education.
Trudy Hall, formerly Principal Emma Willard School
Ian Wigston artfully and provocatively blends the right questions with a gentle yet productive prod. He has that rare ability to adjust his style as needed, no cookie cutter strategies, no formulaic protocol. Each session is what you need it be; your energy drives; his energy offers a roadmap through uncertain terrain.
Julie Taylor, CEO Thomas Deacon Education Trust
I was attracted to your work initially because of the EQ measure. I felt it had a credibility as a model for beginning to understand why some people were more effective as leaders when you stripped away all the common skills and qualifications.