Leading and Self-Leading towards New Work

Applications & benefits

Who is it for?

greytogreen supports organizations of all sizes in improving creativity, collaboration, and productivity. It is particularly effective within knowledge-intensive firms as well as any organization looking to support more flexible, agile work environments where everyone’s opinion is heard, and where employee-led initiatives are supported.

We regularly partner with in-house HR professionals, change leaders and corporate universities to develop customized learning experiences based around our greytogreen core workshops. We also work directly with individual leaders looking to provide a new approach to leadership and team-building or address specific communication or motivational challenges among their staff.

When to use it?

greytogreen can be used alone or as a catalyst to prepare for and improve the effectiveness of larger organizational development or change initiatives.

Our clients are using greytogreen today to:

  • Bring teams together around a common set of goals, values, or vision
  • Keep employees engaged in periods of change
  • Improve collaboration within and across teams

Explore our growing collection of client stories and case studies to learn more.

How will you benefit?

Change your perspective on change

If you want to change, you have to change twice. You not only need to change the reality of your situation, you also need to change your perception of this reality.

Luc de Brabandere, Fellow and senior advisor at The Boston Consulting Group.

greytogreen provides a safe environment where leaders and teams can explore and openly discuss their thoughts and feelings with regards to a workplace issue or new initiative. This can greatly reduce resistance to change and allow participants to consider alternative scenarios for success previously obscured by ill-informed assumptions, fear, personal rivalries, or organizational roadblocks.

Improve your listening skills and emotional intelligence

By paying attention to feelings and needs, authentic communication helps cultivate the sense that “I matter, you matter, we matter,” which can improve relationships, build team spirit and contribute to the growth of the organization.

Martha Lasley, Founding partner at Leadership that Works.

greytogreen participants learn to identify their stress-induced autopilot reactions and move beyond being simply guided (and limited) by their unconscious motives, assumptions and beliefs. They are then able to take objective, conscious and constructive action, leading to significant benefits for both themselves and their organization.

Increase self awareness and develop a clearer sense of purpose

Too often...we remain stuck in old patterns of seeing and acting. By encouraging deeper levels of learning, we create an awareness of the larger whole, leading to actions that can help to shape its evolution and our future.

Peter Senge, Director of the Center for Organizational Learning, MIT Sloan School of Management.

greytogreen focuses on the building blocks of human interaction that connect us all: emotions, reactions and behaviors. We encourage understanding of these behaviors, provide insights into how to change them, and explore the effect this can have in the workplace. greytogreen equips leaders with tools to understand the intrinsic motivation of their people and themselves, and offers executives insights into how their own communication style and interactions with employees can contribute to a common sense of purpose.

Remove communication obstacles and work more effectively

As I define it, courageous conversations are heartfelt conversations around challenging, crucial, and pivotal topics. It's having the willingness to discuss processes and ideas that really matter, without fear of reprisal.

David Whyte, Poet, Author, Lecturer.

At greytogreen, we believe that the benefits of authentic communication can best be achieved by infusing an environment of trust throughout an organization. This is not something that can be achieved through theoretical discussion or role-playing and it cannot be ordained or imposed by top management. It has to be lived and practiced by both leaders and their team members, and is particularly vital for geographically dispersed or virtual teams where the lack of face-to-face interaction can make it difficult to feel engaged. Everyone must feel empowered and free to engage in courageous conversations with their peers and leaders in order to address the fundamental and underlying issues in any given situation. Only then can amazing things be achieved.

Boost employee engagement, creativity, and productivity

Study after study indicates that employee emotions are fundamentally related to and actually drive bottom-line success in a company. Emotions are directly connected to whether our needs are met or unmet.

Steve Bates, Senior writer for HR Magazine.

By engaging employees around organizational or strategic issues, greytogreen energizes participants to focus on successful outcomes. This mounting energy feeds further engagement. Engaged people are more likely to achieve their objectives and have a positive influence on their environment and those around them. Each successful outcome builds confidence, and this positive energy can then be employed in solving future issues.

Teamwork creativity

Almost everyone is a knowledge worker

A recent Corporate Executive Board survey found that 82% of employees undertake at least some knowledge work such as collecting and analyzing data, or applying judgment to data to make a decision.

Work is increasingly interdependent

This same CEB survey found that ten years ago, only 20% of an employee’s contribution to business performance came from network performance – their ability to help others and be helped by others. That figure is now 49%.

em·ploy·ee  en·gage·ment

/ɛmplɔɪˈiː/ /ɪnˈɡeɪdʒmənt / The emotional connection that an employee feels toward the organization and its goals.

Kotter and Heskett found that, over an eleven year period, companies that cared for all stakeholders grew four times faster than companies that did not, had job creation rates seven times higher, stock prices that grew twelve times faster, and a profit performance ratio that was 750 times higher than companies that did not have shared values and adaptive cultures.