The future of management is teal

Hands holding a number of colored balls, including ones with wholeness, purpose, trust and soulful written on them.

“Teal organizations operate effectively, even at a large scale, with a system based on peer relationships. They set up structures and practices in which people have high autonomy in their domain, and are accountable for coordinating with others. Power and control are deeply embedded throughout the organizations, no longer tied to the specific positions of a few top leaders…. Whereas [other] organizations encourage people to show only their narrow “professional” selves, Teal organizations invite people to reclaim their inner wholeness. They create an environment wherein people feel free to fully express themselves, bringing unprecedented levels of energy, passion, and creativity to work…Teal organizations base their strategies on what they sense the world is asking from them. Agile practices that sense and respond replace the machinery of plans, budgets, targets, and incentives. Paradoxically, by focusing less on the bottom line and shareholder value, they generate financial results that outpace those of competitors.” Frederic Laloux, Strategy+Business, 2015.

This firm’s name takes inspiration from Frederic Laloux’s work on organizational innovation and development. It is a heterodox approach compared to the Jack Welch model embraced by so many business schools and corporations.

It is an empowering, dynamic approach that helps organizations do what they do best — address the wants and needs of the clients they serve effectively. It prioritizes the engine behind organizations: the people. It recognizes when people can bring their whole selves to work– and when they are supported as they level up their skills and knowledge– it changes what is possible. It is focused on process and how individuals and teams can make intentional choices that help the organization evolve and get better over time.

Working with Teal Executives is an invitation to explore what else is possible when we focus on the people, systems, processes and decision making that underlies organizational success, and to keep leveling up.

Start with Why

Three people sillhouted at sunset walking outdoors

“Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to.” From Simon Sinek: Start with Why (Portfolio, 2009)

As you reflect on your experience, what is working for you as a leader? What is challenging or needs a tune up? What do you want to accomplish as a leader? Who do you want to be as a leader?

Leadership is hard, and often comes with not just professionally challenging moments, but personally challenging ones as well. We all need allies and a place to reflect on what is happening and our experience of it. Leadership is not a destination, and there are always opportunities to level up and increase the scale of your impact. What are you doing to support yourself on the journey? What could you be doing?