Volume
Transformational Leadership Development™
Developing leaders as people, rather than training behaviours onto whoever is already in the seat.
1 chapter · 6,963 words · Narrated
Leadership development mostly teaches behaviours, and behaviours taught above a person's current structure of meaning come off under pressure — which is precisely when they were needed. The alternative is slower and is actually development: changing what the person can hold, so that the behaviour follows from it rather than being applied over it.
This volume sets out what such a programme requires — the time, the challenge, the support, the cohort — and is honest that it does not fit a two-day format and that most organisations will not buy it.
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Elsewhere in the Canon
How this book was made. Many volumes in this house were written with machine assistance. That is the author's declared working method, not a thing found out later, and the practice is itself a published paper with a DOI — Externalized Cognition: A Developmental Theory of Human–AI Co-Creation. The argument, the judgement and the name on the cover are the author's.