Rebuilding Community in Organizations: The Power of Communityship

Has your organization lost its sense of community? Here’s how to rebuild it. In today’s ever-changing workplace, organizations often struggle with a sense of disconnect. Many leaders recognize the challenge of fostering collaboration and cohesion across teams. The answer lies in the concept of: communityship—a term coined by Henry Mintzberg to describe the collective responsibility and mutual support that binds people together in organizations.

Building communityship goes beyond traditional management practices. It’s about creating opportunities for individuals to connect meaningfully, share experiences, and work collaboratively toward a common purpose. Organizations can rekindle a sense of unity and shared responsibility, leading to stronger cultures and improved performance.

One highly effective way to nurture communityship and create organizational community is through peer learning group programs. These programs leverage the power of structured group discussions, enabling participants to learn from each other in an environment of trust and mutual respect. Using resources like the CoachingOurselves library of peer learning group discussion guidebooks, organizations can take practical steps to rebuild community and foster leadership at all levels.

The CoachingOurselves approach is simple yet transformative. Designed as bite-sized peer learning sessions using guidebooks tackle topics like accountability, managing conflict, and building trust. Peer learning groups use the guidebooks as a foundation for reflective conversations, diving into real-life challenges and collaboratively exploring solutions. The beauty of this approach lies in its ability to break down silos, bringing together employees from diverse roles, teams, and geographies.

By participating in peer learning group sessions, aspiring leaders and front line managers not only gain practical insights but also cultivate deeper connections with their peers. It increases employee engagement and workplace wellbeing. They begin to see themselves as part of a larger, supportive network—an essential element of communityship. Leadership development becomes more than an individual pursuit; it becomes a shared journey that strengthens the organizational fabric.

Organizations that have adopted this model report remarkable results: enhanced communication, cross-functional collaboration, and a greater sense of belonging among employees. Best practices and innovative ideas spread organically, creating a ripple effect of positive change.

Rebuilding community in organizations is no small feat, but with tools like CoachingOurselves, it is achievable. By embracing the principles of communityship and fostering peer learning, organizations can transform into thriving, interconnected communities where everyone feels empowered to contribute.

Are you ready to bring communityship to your organization? Start with a conversation—and watch the connections grow.

Schedule a demo to see how CoachingOurselves helps organizations rebuild community.

For 15 years, CoachingOurselves has been a trusted partner to McGill University.

Elevate your organization’s commitment to health and wellbeing with “Psychological Safety at Work” and many other relevant CoachingOurselves peer learning discussion guides.

In today’s organizational landscape, health and wellbeing have become paramount. This shift is reflected in the adoption of employee-centric policies, caring leadership, and more inclusive workplace practices.

According to the Mental Health Commission of Canada, evidence points to 13 key psychosocial factors that significantly influence individuals’ mental health in the workplace. These factors not only impact how employees respond psychologically to work and its conditions but are potential contributors to poor mental health.

McGill University in Montreal places a strong emphasis on overall health and wellbeing for employees by prioritizing these 13 psychosocial factors. For 15 years, CoachingOurselves has been a trusted partner to McGill in providing expert content that supports human-centered values, wellbeing, and community.

Johanne Houle, Director, Organizational Development, says, “CoachingOurselves helps us to learn together across the University, while providing Faculties and Units with tools that support their unique continuous improvement journeys. These structured and facilitative modules have become part of a transformational experience for our employees.” She also attests to the effectiveness of CoachingOurselves in not just building trust during sessions but providing a new way for participants to show up beyond their sessions.

We love the diversity of the topics and that they are consistently on the edge of what’s timely and critical. The expertise of big-name thinkers is important to us, and we can always count on the topics to be effective and tasteful. As McGill undergoes a transformative shift from a large, traditional organization to a more decentralized, hybrid structure, CoachingOurselves consistently delivers high value and facilitates continuous learning.

Recently McGill shone a spotlight on psychological safety by using the CoachingOurselves topic “Psychological Safety at Work” in an employee Town Hall. Angela Morse, Talent Management Advisor, later shared that the 60-minute topic transformed a potentially uncomfortable discussion into a dynamic sharing and brainstorming session.

Part of a Transformational Journey

CoachingOurselves can play an important role for your organization as you navigate the path to a mentally resilient and thriving workplace. If your organization is focused on the 13 Psychosocial Factors or a similar framework, we have several discussion guides that can support your journey. Relevant topics include “Building Resilience: Taking Care of Ourselves and Others”, “Building Purpose in Life and Work”, and “Developing Our Organization as a Community”. Build psychological health and safety at the individual and organizational level by promoting conversations on “Realizing the Power of Difference: Thinking Differently About Diversity”, “The Art of Helping”, or “Social Connections and Organizational Wellbeing”. There are topics on emotional intelligence, addressing workplace bullying, and many others.

In fact, for over 15 years we have been promoting human-centered organizations and these values shine through every topic in our catalogue. We currently have 100 topics available on management, leadership, and organizational issues by renowned organizational thinkers such as Edgar Schein, Henry Mintzberg, Sally Helgesen, and many others.

CoachingOurselves can help you transform potentially challenging conversations into opportunities for learning, insight sharing, and innovation. As your organization navigates the path to a mentally resilient and thriving workplace, CoachingOurselves has the trusted, expert content you need to support your journey.

Leading as Needed: Nurturing a Team to High Performance

Article/Blog, Guidebook

One of the most enduring and influential models of the group developmental process is from psychologist Bruce W. Tuckman (1965). While there have been various adaptations and enhancements of this basic four-stage model, 70 years later Tuckman’s model is still considered a useful framework for understanding team behaviours. Tuckman saw passing through each stage as being necessary for a team to be able to skillfully tackle challenges and attain high performance. In simplest terms, Tuckman’s original stages of group development are:

Forming: the team becomes oriented as goals and expectations are clarified by the team lead;

Storming: issues of conflict and power surface between members;

Norming: conflicts are effectively managed and new ground rules are established by team members;

Performing: with supportive structures in place, the team settles into working effectively together.

Basically, as relationships between team members deepen, the team develops in their ability to resolve issues, and leadership naturally shifts to a more collaborative or shared approach. Each stage has characteristic behaviors which makes this a useful tool to understand where your team is at, why, and how to move beyond.

Our newest peer learning guide Nurturing a Team to High Performance, written by Professor Emeritus Marilyn Laiken, focuses on the question “How does one manage a self-managed team?” and elaborates the role of the team lead within Tuckman’s 4-stage model.

When needed, the team lead must provide timely facilitation and interventions that ultimately promote greater independence of the team from the team lead and greater interdependence between team members.

Especially challenging is the successful navigation of the storming phase:

“If a designated leader fears losing control or becomes panicked by a conflictual atmosphere as the team moves towards independence,
the team will likely regress to and remain at a dependent stage.”
Marilyn Laiken, CoachingOurselves peer group learning guide Nurturing a Team to High Performance

High-performing, self-led teams rarely arrive there on their own. They will need the timely interventions of a team lead who is aware of where the team is in their developmental process. This topic will help leaders understand when to step up and when to step back for just the right amount of leadership at the right time.

70:20:10 Learning Model and Leadership Training and Development

Article/Blog

The 70:20:10 Model: Leadership Training and Development for Managers

For L&D and OD leaders, the 70:20:10 learning model remains a cornerstone of modern learning strategy: roughly 70% experiential, 20% social, 10% formal. This guide explains what the model means for leadership development training today, why the “20%” of social learning drives outsized impact, and how to implement it in the flow of work using small leadership training and development groups.

Group learning embeds reflection and dialogue into real work—critical to the 20%, and the 70%, of the 70:20:10 model.

What Is the 70:20:10 learning model?

The 70:20:10 learning model describes the balance of how adults learn effectively at work: about 70% via on‑the‑job experiences (doing, experimenting, reflecting), 20% through social learning (peer feedback, mentoring, dialogue), and 10% through formal learning (courses, eLearning, workshops). For leadership training programs, this balance ensures that new mindsets and behaviours are practised and reinforced, not just understood.

In CoachingOurselves, co‑created with Henry Mintzberg, the model comes to life through short, structured small group leadership development coaching sessions that turn day‑to‑day challenges into learning experiences—so managers grow while getting real work done.

Why Social Learning Is the 20% That Drives Impact

Leaders don’t improve in isolation. The “20%” fosters psychological safety, diverse perspectives, and mutual accountability—all essential for behaviour change. In practice, social learning looks like small groups of managers meeting regularly to reflect on recent events, exchange insights, and commit to targeted actions. The result: higher engagement, stronger relationships, and more consistent application of leadership skills back on the job.

How to Implement 70:20:10 Model in Your Organization

1) Form leadership training and development groups

Create small, diverse groups of 4–6 leaders who meet every month. Keep sessions to 60–90 minutes with simple reflective warm up.

2) Use structured topic guidebooks to spark reflection

Leverage CoachingOurselves topics to guide rich conversations tied to current work. Start with our Developing Your People: The 70:20:10 Framework to launch momentum.

3) Embed learning in the flow of work

Ask managers to bring live challenges and recent decisions.
Use a standard reflection prompt (e.g., “What did we try? What happened? What will we do differently?”).
End every session with 1–2 specific commitments to test before the next meeting.

4) Support with psychological safety

Set norms for confidentiality, curiosity, and constructive challenge. To deepen this capability, run a workshop using our guidebook on building psychological safety.

5) Measure what matters

Leading indicators: session attendance, commitment follow‑through, quality of dialogue.
Outcomes: team trust, collaboration, and evidence of changed leadership behaviours.

Examples of 70:20:10 Model in Action

Cross‑functional manager circles: A cohort of new managers meets biweekly using CoachingOurselves topics on dialogue, feedback, and uncertainty. Within eight weeks, they report faster decision‑making and stronger peer support across silos.

Leadership culture refresh: Senior leaders hold monthly peer sessions focused on values‑to‑behaviours alignment and psychological safety. They identify two “moments that matter” in their meetings and adopt new practices that cascade to teams.

Explore our customer stories and program examples in the Resources library.

Common Pitfalls and How to Avoid Them

Over‑indexing on courses: Don’t stop at the “10%.” Pair formal learning with ongoing peer reflection.
No managerial sponsorship: Ask leaders to attend the first two sessions and model the behaviours you want to see.
Ambiguous outcomes: Define success up front (e.g., psychological safety, peer accountability) and track behaviours, not just completions.

Related:

Frequently Asked Questions

What is the 70:20:10 learning model in leadership training and development?

It’s a practical framework for workplace learning: ~70% experiential, 20% social, 10% formal. Leadership capabilities stick when reflection and dialogue are layered onto real work.

How do we implement 70:20:10 in a hybrid workplace?: Run small leadership development and coaching groups on a regular cadence (virtual or in‑person), use structured guidebooks, and end with clear commitments to try before the next session.


What’s the difference between social learning and coaching?
: Coaching is often 1:1. Social learning is group‑based: multiple leaders reflect together, exchange feedback, and co‑create ways forward—faster diffusion and accountability.

Don’t Rock the Boat: Conflict Avoidance in the Workplace

Published by CoachingOurselves

Conflict is a natural part of teamwork, but avoiding it can undermine trust, creativity, and performance. In this post, CoachingOurselves explores why managers and teams often “don’t rock the boat,” and how leadership coaching groups can help address conflict constructively. Discover strategies for building psychological safety, encouraging open dialogue, and resolving workplace challenges together.

Why We Avoid Conflict

Fear of damaging relationships
Uncertainty about how to address issues
Lack of psychological safety
Organisational culture that discourages dissent

How Peer Learning Helps

Creates a safe space for honest conversation
Builds trust and empathy among team members
Encourages reflection and shared problem solving
Supports managers in developing conflict resolution skills

Get Involved

Achieving effective team dynamics for high performance is difficult enough when teams work in person, but hybrid/remote work, as we all know, poses unique challenges. Team members may collaborate solely through digital means, may be working in different time zones, come from different cultures, and lack the meaningful dimension of body language. Ask yourself: how are your hybrid or remote teams doing regarding building deep relationships, achieving genuine trust, and addressing tensions between team members? Are you even certain of your answer? The problem is that it’s much easier for hidden conflicts to remain submerged and ignored when we are working remotely.

While conflict is often an unwelcomed member at the (virtual) table, it is an important one to recognize. Many of us have learned that conflict is “bad”. We try to be positive, optimistic, and not “step on other peoples’ toes”. This may create a superficial sense of harmony but below the calm surface dangers may lurk!

Navigating Difference, Dissidence, and Discord

At one end of the spectrum, conflict can manifest as infighting. When things have gotten this bad, HR or a senior leader should be called in to intervene and mediate.

Less extreme, but potentially equally draining, are team members who may be engaging in tense interactions, competitive behaviours, or sly, passive-aggressive comments. This can affect the mental health of everyone on the team. While not always serious enough to call in a third party for mediation, the danger here is that hurt or offended team members simply disconnect, disengage, or drop-out—of the organization.

At the opposite end of the spectrum, we find the most common approach to conflict which is to just pretend it’s not happening! Does this sound familiar?:

“Research indicates that team members will not easily confront differences among themselves; employees will not deal directly with managers or colleagues who may be causing them difficulty, and managers will not surface and confront the conflict that inevitably arises in group situations. However, given the recognition of the need for collaboration and interdependence such conflict avoidance is dysfunctional and energy depleting.”
Dr. Marilyn Laiken, CoachingOurselves guide “Managing Conflict in Teams”

Various defence mechanisms can kick into play here. Such behaviours could include going silent, changing the subject when feeling challenged, or ill-placed attempts at humour to diffuse discomfort.

But as everyone knows, differences of opinions/perspectives are rich sources of organizational creativity and innovation if, and it’s a big “if”, group members can navigate the inevitable accompanying emotional tensions. Remember: being challenging should not be avoided and being challenged should not be feared.

Storms Ahead!

“… mid-way through the life cycle of any team, there is a “storming phase” in which conflict emerges. If, during this phase, conflict is avoided, team concerns are never surfaced and resolved. As teams expert Patrick Lencioni points out, there is a perpetual cycling back to unresolved issues, or else conflicts go underground. In either case, the team is blocked from getting past its “storming phase” and cannot become high performing. Moreover, managers or team leaders who avoid conflict themselves will inevitably serve as negative role models by unintentionally encouraging the same avoidance behavior.”
Dr. Marilyn Laiken, CoachingOurselves guide “Managing Conflict in Teams”

Leadership development Coaching groups can be an important piece of the solution to nurturing teams that are conflict savvy.

In CoachingOurselves sessions managers and leaders:

Get used to voicing their unique perspective;
Reflect on why their perspectives might differ;
Explore how their differing perspectives can be complimentary;
Engage in active listening and dialogue to create solutions which integrate their perspectives.

By practicing these skills, team members become better equipped at handling the unpleasant emotions which accompany being challenged. They repeatedly are asked to invite feedback so that, over time, they learn to be more accepting of it. By getting to know colleagues through perspective and insight sharing, participants are more likely to give colleagues the benefit of the doubt in difficult situations in addition to admitting their own shortcomings and owning up to mistakes. Participants can have non-judgemental conversations about all kinds of work issues and challenges.

Smooth Sailing?

Just as we as individuals need to be able to regulate our emotions, emotionally mature teams have developed attitudes and skills that enable them to honour difference and acknowledge difficulties within their group process. By providing structured, stimulating spaces for learning and sharing, employees practice listening, empathy, and healthy communication. It will never be totally smooth sailing but the capacity to surface latent conflicts and manage tensions, will go a long way for individuals, teams, and the organization: improved mental health, increased connectedness, and unleashed energy for creativity.

Watch the replay of the LinkedIn Live conversation with CoachingOurselves’ founder Phil LeNir and Professor Emeritus and author Marilyn Laiken as they discuss managing conflict in teams.

Read about Leadership development and coaching.

5 Ways Learning Professionals Create Impact with CoachingOurselves

Article/Blog

L&D professionals, more than ever, are seeking impactful, flexible approaches to strengthen employee engagement, keep people connected, and promote flourishing – for everyone within the organization. We have been collaborating with top management and leadership thinkers since 2008 to develop expert content in the form of peer learning discussion guides. Read on to discover five ways to connect and develop leaders with peer learning.

1. Leadership Café - Connect and Develop in a Hybrid Workplace

Leadership cafés, live or online, bring hundreds together to discuss topics such as Candid Conversations and Building Purpose at Work and In Life. The cafés provide participants with a privileged space for connection, relationship building, and an increased sense of belonging, all while fueling a culture of continuous learning.

2. C-Suite Conversations - Senior Leadership Development

Ensure your organization stays agile by getting your senior leaders around the (virtual) table for mutual exchange and authentic conversations. Use CoachingOurselves to add social learning to leadership programs. CoachingOurselves provides expert content for peer learning written by renowned thinkers such as Edgar Schein, Henry Mintzberg, and Linda Hill. This catalyzes new ideas and discussions which will bring into light previously unseen opportunities and learnings.

3. Emerging Leaders Program

Help emerging leaders develop the authentic relationships that will enable them to be successful. They naturally take to social learning around tasks and challenges. Peer learning sessions are the space to practice communication, coaching, and collaboration skills while they expand their peer network. Expert content meets participants’ insights to fuel skill building and expand knowledge of best practices.

4. Culture Change Program

Educate and inspire change champions with specially selected topics such as Managing Culture Change: Beyond the Status Quo. Once prepared they use CoachingOurselves topics with operational leaders to make the culture change happen. For organizations with many (retail) branches, each with its own leadership team, these sessions are instrumental in aligning employees around a common vision, purpose, or culture change.

5. Lunch and Learns, Employee Resource Groups and Management Offsites

CoachingOurselves has over 90 topics such as Harnessing Women’s Vision and Leadership Strengths, Leading with Humility, and Climate Actions for Every Employee. By providing high quality content you can ensure your groups or events are a success. Sessions are 90 minutes - long enough to inspire in-depth conversations, facilitate knowledge transfer, and spark unexpected ideas.

The Inner Development Goals to Reimagine and Reshape Our Future

Article/Blog

If we are to achieve a sustainable global society, we all need to work on crucial personal capacities.

This is the realization a concerned group of academics and business people came to prior to founding the Inner Development Goals (IDG) Initiative in 2020. The IDGs is a not-for-profit and open source initiative which currently researches, collects, and communicates science-based skills and qualities to help people live purposeful, sustainable, and productive lives. Personal development is seen as providing the framework to fuel the transformative skills needed for a sustainable society.

In 2015, the UN laid out the Sustainable Development Goals (SDGs) as an urgent call for action providing a comprehensive plan for a sustainable world by 2030. There are 17 goals covering wide ranging, inter-related issues including poverty, climate change, and peace and justice.

But regrettably, there has been little progress globally towards these goals. What has seen to be lacking are the inner skills for addressing these complex challenges. Hence, the IDGs which are 23 skills divided into 5 categories. These categories are:

The IDG framework is currently a pedagogical one meant to lend itself to development and adaptation in different directions. Interestingly, the IDG framework is quite similar to one of the fundamental CoachingOurselves learning frameworks as outlined by CoachingOurselves founders Professors Mintzberg and Gosling in their Harvard Business Review article, “The Five Mindsets of a Manager”. The mindsets necessary for effective managing are seen to be:

Managing self: the reflective mind-set

Managing organizations: the analytic mind-set

Managing context: the worldly mind-set

Managing relationships: the collaborative mind-set

Managing change: the action mind-set

Effective organizations are ones which tailor handsome results out of the woven mind-sets of their managers. Likewise, CoachingOurselves has always worked towards “rebalancing society” in which responsible organizations contribute to the balance in their communities and society overall. We have created numerous leadership programs based on the Five Mindsets framework. The IDG categories and the five mindsets of a manager as outlined by Gosling and Mintzberg, are almost the same.

If you wish to create a CoachingOurselves leadership development program incorporating many of the Inner Development Goals, we can help you do this.

The Five Mindsets Program.

Peer Learning Comes of Age (Harvard Business Review):
Summary & Applications

When CoachingOurselves was founded 15 years ago, we were one-of-a-kind in the marketplace. For years, we spent a lot of time and effort educating people and explaining the workplace benefits of social learning from peers. Thankfully, organizations have finally caught on and peer learning is coming of age.

A recent article in HBR, “How to Get the Most out of Peer Support Groups” by Groysberg and Halpern, explores the increasing popularity of peer learning and outlines best practices and strengths. Phil LeNir, co-founder of CoachingOurselves, was interviewed for this article, as was our long-time connection, Professor Kentaro Iijima, who used CoachingOurselves early on to great success at Fujitsu Social Laboratories in Japan.

What makes peer learning (referred to as “forums” in this article) so compelling? Extensive interviews of participants and leaders by Groysberg and Halperin, in addition to analysis of forum material, illuminate key factors for successful peer forums. These include a small group of participants meeting for regular, reflective conversations. The conversational structure must be carefully defined to ensure depth, encourage multiple perspectives, and provoke insight.

The article does a great job of summarizing different types of peer forums, providers (including themselves), and best practices.

Discover all the programs using Peer Learning.

Read the HBR article here.

__________________________

Would you like to learn more?
Contact Warren Cohen from CoachingOurselves!

Warren is a pioneer in the field of peer learning with over 15 years of experience helping HR professionals think through how to use CoachingOurselves in all kinds of organizations: small and large, profit and non-profits included.

Try out a 90-minute session with your team or create a program—we have almost 100 peer learning topics written by experts in management and business including Professor Henry Mintzberg of McGill, Professor Linda Hill of Harvard, leadership coach and author Marshall Goldsmith, and many others.

Contact information: info@coachingourselves.com

Four New Leadership Topic Guidebooks

Article/Blog

Did you know that CoachingOurselves currently has 98 topics available in our catalogue? We are always collaborating with leading management authors who have original ideas for new content for our clients. In addition, we are constantly updating our older topics so that they stay relevant. What have you missed? Here’s what we’ve published in the last few months:

__________

Awareness-Based Systems Change: Planting Seeds for Change

A key leadership challenge is how to cultivate creativity, innovation, and leadership capacity at all levels of the organization. What differentiates organizations with people who step into new territory from those with people who play it safe? This topic invites you to dive into the generative social field of your organization to see and sense behavioural patterns which may be giving rise to unwanted results.

Authors: Otto Scharmer and Eva Pomeroy

Inquiry Into Organizational Role

When you take on a new role at work or change the way you perform an existing role, you face many challenges. Roles can provide opportunities, create power, and, yes, cause occasional drama. This topic invites participants to reflect on how they self-manage within their roles and explore the potential opportunities.

Authors: Jonathan Gosling and Miriam Gosling-Gage, with original artwork by Veronica Gosling

Building Resilience: Taking CARE of Ourselves and Others through Crisis and Beyond

When most people think of leadership, taking CARE of ourselves and others may not be a skill that comes to mind. But effective CARE of self is a critical leadership skill that builds the foundation for resiliency through crises and beyond.

Author: Beverley Patwell

From Listening to Coaching

Practice and improve your listening skills as a coach by shifting your focus from solutions to genuine curiosity. Through active listening and open-ended questioning, support a peer through a current work challenge and help them identify blocks and concerns. This then becomes a reciprocal process and helps you gain new perspectives on your own work issues.

Authors: Jonathan Gosling and Miriam Gosling-Gage, with original artwork by Veronica Gosling

_____

See our library of leadership topics
You can use the filter to narrow down your search – there are 98 of them after all!

We introduce most of our new topics at our free public events. It’s a great opportunity to experience the CoachingOurselves approach!

Planting the Seeds of Change

Published by CoachingOurselves

Change doesn’t happen overnight—it begins with planting seeds. At CoachingOurselves, we believe that leadership development must go beyond skills training and embrace systems thinking, awareness-based change, and peer learning.

This post explores how leaders can foster meaningful transformation by reflecting together, acting with intention, and cultivating the conditions for growth in their organisations and communities.

Awareness-Based Systems Change

Inspired by frameworks like Otto Scharmer’s Theory U, awareness-based change starts with deep listening and reflection. Leaders must pause to understand the root causes of challenges before jumping to solutions.

Observe without judgment
Reflect on lived experience
Co-create new possibilities

Peer learning circles offer a safe space for this process, enabling leaders to share insights and shift their mental models together.

From Reflection to Action

Our guidebooks are designed to move leaders from introspection to impact. Each session begins with reflection on real challenges and ends with concrete actions participants commit to trying before the next meeting.

This cycle builds action confidence—the belief that small steps can lead to meaningful change.

Why Peer Learning Works

Unlike traditional training, peer learning is:

Relational: grounded in trust and shared experience
Reflective: rooted in real-world dilemmas
Responsive: tailored to the moment and the group

It’s not about downloading content—it’s about growing together.

Join the Movement

Whether you’re an HR leader, executive coach, or team facilitator, CoachingOurselves offers tools to help you plant the seeds of change in your organisation.

Get Involved

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Rebuilding Community in Organizations: The Power of Communityship

For 15 years, CoachingOurselves has been a trusted partner to McGill University.

The 13 key psychosocial factors:

Part of a Transformational Journey

Discover our library of over 100 topics for leadership coaching group sessions.

Read more:

What Is the 70:20:10 learning model?

Why Social Learning Is the 20% That Drives Impact

How to Implement 70:20:10 Model in Your Organization

1) Form leadership training and development groups

2) Use structured topic guidebooks to spark reflection

3) Embed learning in the flow of work

4) Support with psychological safety

5) Measure what matters

Examples of 70:20:10 Model in Action

Common Pitfalls and How to Avoid Them

Frequently Asked Questions

Don’t Rock the Boat: Conflict Avoidance in the Workplace

Why We Avoid Conflict

How Peer Learning Helps

Get Involved

Navigating Difference, Dissidence, and Discord

Storms Ahead!

Smooth Sailing?

1. Leadership Café - Connect and Develop in a Hybrid Workplace

2. C-Suite Conversations - Senior Leadership Development

3. Emerging Leaders Program

4. Culture Change Program

5. Lunch and Learns, Employee Resource Groups and Management Offsites

Recommended article:

Recommended article:

Peer Learning Comes of Age (Harvard Business Review): Summary & Applications

Awareness-Based Systems Change: Planting Seeds for Change

Inquiry Into Organizational Role

Building Resilience: Taking CARE of Ourselves and Others through Crisis and Beyond

From Listening to Coaching

Planting the Seeds of Change

Awareness-Based Systems Change

From Reflection to Action

Why Peer Learning Works

Join the Movement

Get Involved

About Us

News and Updates

Updates

Contact Us

Peer Learning Comes of Age (Harvard Business Review):
Summary & Applications