ORf\[Q

A < D. ? 1 @ . ; 2 D =. ? . 1 6 4 : 3 < ? 9 2 . 1 2 ? @ 5 6=

Geoffrey Helt
Copyright©2007 Geoffrey Helt

Notice of Rights

All rights reserved. No part of this article may be reproduced or transmitted in any form by any means, electronic, mechanical, photocopying, recording,
or otherwise, without written permission of the author. For information on getting permission for reprints and excerpts, contact glh@moosewilson.com.
An Abrupt Edge
“Ford Had Its Worst Loss Ever In 2006 – Carmaker struggles
to correct mistakes” (Washington Post, January 26, 2007)

“Where Dell Went Wrong – In a too-common mistake, it clung

narrowly to its founding strategy instead of developing
future sources of growth” (Business Week, February 19, 2007)

These two headlines highlight the crucible of leadership in this post-millenial era.
From the “old guard”, in this case Ford, to the “new economy” – for which Dell was
a poster child – no one is spared the bruising lessons of this forever humbling envi-
ronment. Both Ford and Dell are textbook cases of organizations hitting an “abrupt
edge” and being forced to change their ways.
“ EACH FORMER CEO LACKED
Ford’s “way forward” was halted by a record loss of $12.7 billion in 2006. Despite THE CAPACITY REQUIRED TO
many fits and starts, Ford was never able to design a balanced line of vehicles CARRY THE LOAD.”
that yielded sustainable sales. Enamored with the huge profits of their SUVs, Ford
was not prepared for the rising cost of oil and the renewed demand for fuel econ-
omy. For Dell, their once revolutionary direct business model was not able to main-
tain the sizable lead in cost, quality and service that they had held over the industry.
Instead of investing the largess of their corporate coffers in the creation of new
markets and business models, Dell stuck to its familiar knitting and is now looking up
at the market-share leader, HP.

Failure – of the executive suites in Dearborn and Round Rock – did not result from
one monstrous mistake; for example, Ford not investing in hybrid technology ear-
lier or Dell not focusing more squarely on consumer retail markets. Rather, each
leadership team fell prey to a series of sub-optimal decisions that ultimately daisy-
chained for ruinous effect. From the outside looking in, it is quite apparent that both
embattled and vanquished CEOs, William Ford and Kevin Rollins respectively, lost
their leadership voice along the way. Each seemed to lack the capacity required
to “carry the load” – neither possessing the moxie (strength, wisdom and confi-
dence) required to reinvent a Fortune 50 firm in the throes of industrial upheaval.

1
 What happens to leaders when they are overwhelmed is the same thing that hap-
pens to extreme athletes when they hit “the wall”; their systems begin to break
down and they operate well below par. Just as cyclists in the Tour de France have
been known to “bonk” (i.e., run out of gas) on beyond-classification climbs, leaders
succumb to sub-par performance all the time. There are two crucial insights that
must be gleaned from this corporate parable:

“ TODAY’S
MODEL FOR
LEADERSHIP DOES NOT
ACCOUNT FOR THE DYNAMIC,
UNSTABLE ECOLOGY ”
Leaders, at all levels, must continually “do the work” to increase their
capacity; by investing themselves in personal development, they are
better able to effectively negotiate heavier work loads and greater
complexity; and

We live in an age where leaders are asked and expected to be extra-

ordinary. Those that rise to this super-human level of performance
possess the courage and the imagination to envision change – and
prepare for it – well ahead of the curve; sadly, such precocious behavior
is the exception rather than the rule.

The ground has shifted.

No longer do we operate in a world of predictability and stability. Unfortunately, our

approach to leadership has not kept pace. We live in an age of unprecedented
complexity and possibility, yet we continue to govern our lives and institutions
according to outdated frameworks and philosophies.

Today’s model for leadership does not account for the dynamic, unstable ecology
that has suddenly become our “new normal.” The following characteristics frame
the unsettling work that is leadership today; these are the hallmarks of our time:

Perpetual Uncertainty. “Black swans” – which are unforeseen, unfore-

castable events like 9/11, Hurricane Katrina and the Tsunami – strike with-
out notice and exact a debilitating blow on financial markets, national
infrastructures and emotional psyches. Digging out from the rubble and
rebuilding tends to be a multi-billion dollar affair that knows no end.

2
 Extreme Transparency. Due to the gross negligence in decision mak- “ THE TIME IS RIPE TO
ing and oversight in the late 1990s, managers can no longer avoid the REDEFINE LEADERSHIP
stringent reporting requirements of regulations like Sarbanes-Oxley, nor FOR THE 21ST CENTURY.”
evade the stinging critique of the blogsphere. Integrity and compliance
are the high price of admission to the “public” marketplace.

Instant Obsolescence. Scientific advances – in information technol-

ogy, genomic medicine and organic chemistry to name just a few – will
present a myriad of unheard-of opportunities for growth and devel-
opment; these same advances will be seriously disruptive for market
leaders as their once-proud products go wanting for customers.

Deep Complexity. Because of unsustainable patterns of the past, leaders

will be asked to solve an array of increasingly complex problems that span
geographical, ecological and organizational boundaries. Just recently,
many leading energy companies stepped forward with “pro-active”
approaches to solve the impending energy renewal and environmental
sustainability problems.

As the recent US News and World Report study suggested (Oct. 30, 2006), “The time
is ripe to redefine leadership for the 21st century.” The managerial mindset – which
has been finely tuned for a plan-and-control economy – must be overhauled to
embrace a universe that is constantly emerging and totally confounding.

This jagged age demands a fresh paradigm for leadership – a way of seeing, think-
ing and being that is truly generative. Specifically, we require an approach that is
as systemic as the complex problems our institutions and societies face:

• a richer language that enables navigation of the deep uncertainty that

engulfs those on the horizon;

• a set of practices that yield greater personal capacity to carry ever-heavier

loads;

• and ultimately an advanced curriculum that builds the leadership bench

strength to mount a broad, sustainable march into this “new” millennium.

3
 Borrowing A Page
From World Class
Architects
The next time you are in Chicago, do
yourself a favor and jump on the green line
(elevated train/subway line) going south.
You can pick the green line up in the
downtown loop of Chicago. Hop off at the
Illinois Institute of Technology (ITT) campus
station (35th St. South-IIT exit) and walk
a block north to the McCormick Student
Center. It is here that you will experience
multi-dimensional thinking in its rarest form.
Rem Koolhaas, a world renowned architect
from the Netherlands, has designed an
incredibly low-slung, yet spacious, building
that unfolds underneath the railroad tracks.
Instead of going up from the ground floor,
Koolhaas decided to go down, around,
under and over. To be fully present in this
space is to imagine what it might be like
to wander the sloping, meandering floors
of Koolhaas’s mind. This is the kind of
spatial logic that is missing in the predomi-
nantly linear thinking of leadership today.
4
A Richer Language
From the research of linguists, we know that the words we use give shape to the
environments in which we operate and live. The corollary of this, while not often
stated, is also true. The unpredictability and uncertainty – that characterizes
modern economies and societies – influences the words and phrases that leaders
use to make sense of their surroundings. Eavesdrop on any strategic planning
session or executive off-site retreat and it quickly becomes apparent that most
leaders lack the vocabulary to make sense of the fluid and often maddening
terrain they face. What leaders demand is not more words, but rather a richer
language to fully understand and comprehend the multi-lateral forces afoot. It’s
as if today’s playing field has morphed beyond the x and y axis to also include a z,
w and q plane, as well as wildcards (i.e.,black swans) that swoop in unannounced.
To thrive in this era of deep complexity, leaders must borrow a page from the files
of world-class architects and learn to think multi-dimensionally. (See side bar on
Borrowing A Page From World Class Architects.)
Thinking multi-dimensionally requires that we expand our vocabulary beyond
linguistics to also include graphical, symbolic and scientific syntax. The goal of
this expansion is to enrich our language – how we think about and communicate
with the world around us – so that we are better able to negotiate the complexity
and uncertainty that engulfs us. A richer language set equates to a more robust
medium for the communication of meaning. There are three vital constructs that
form the root of our “new” language:
Models Models present an analysis of a system or structure, typically
across three dimensions. Models are best at creating comprehension
of concepts that include a chronological, scientific and geographic
dimension. Population growth and economic development models
are two of the most prevalent. Going forward, the power and prom-
ise of models lies in their ability to depict dynamic and interactive
analyses; for example, BBC News has developed an impressive model
that shows the change in growth of urban population centers over
time. {http://news.bbc.co.uk/2/shared/spl/hi/world/06/urbanization/
html/urbanization.stm}
 Maps Maps are geographical constructs that provide direction
across latitudinal and longitudinal planes. Because of their history as
an incredibly useful and often indispensable artifact (how else would
your family have gotten to the Grand Canyon for summer vacation),
maps have become a powerful tool for depicting abstract notions
like company visions and strategic plans. Most individuals already
possess a “reference model” (essentially a mental map) for how to
“read” a map; therefore, it’s easier for one to make sense of a new,
somewhat challenging idea because they already understand the
notation and language being employed.

Narrative A narrative is simply a story that is shared through the

spoken and/or written word. Anthropologically, narrative possesses
the deepest resonance because of its use in transmitting history and
knowledge within and across generations. Native American Indians
are legendary for their use of stories to bind their societies together
through common rituals, symbols and beliefs. Even the modern “sub-
urban” family uses narrative to pass learning and custom along from
one generation to the next: everything from favorite recipes to career
occupations to holiday rituals. Films, storyboards and comic books
are all examples of narrative that add a visual and graphic element.
Making a narrative more visually appealing and dynamic is essential
for engaging the iPod/xBox generation that we are fast becoming;
today, we all expect a storyline to be compelling and interactive.

Over the coming years, expect to see a significant shift in how leaders, from all
walks of life, communicate with an ever-demanding public. Soon, the day will
come when major policy addresses, like the State of the Union and Presidential
Debates, will be broadcast with multiple panels so that the speaker will be able
to “narrate” a complex “model” of energy renewal with a diverse audience: one
video panel will display the model; a second panel will display the speaker; and
the third panel will display any essential factoids.

“ THISIS THE KIND OF SPATIAL

LOGIC THAT IS MISSING IN THE
PREDOMINANTLY LINEAR
THINKING OF LEADERSHIP
TODAY.”

5
 Practice
Building capacity begins with a daily prac-
tice, a ritual that we subscribe to religiously
that creates greater strength and clarity.
Journal writing, prayer and meditation, yoga,
running and walking. These are all com-
mon practices that enable practitioners to
“quiet the noise” and sink more deeply into
themselves. It is here, inside ourselves, that
one begins to uncover a wellspring of fresh
ideas. It is vital that we not judge or critique
the thoughts that arise. Most of our lives
have been narrated by a critic that instantly
judges and grades any novel thought that
appears. Rather than give in to the critic’s
incessant judgment, we must open the cre-
ative channel (i.e., consciousness) wider for
the assembly of brand new possibilities.
There is no glamour in a daily practice
– waking up an hour early to run four miles,
staying up past midnight to write after put-
ting the kids down, going to yoga twice-
a-week in lieu of the power lunch. For a
society that craves instant gratification, it
is challenging to put ourselves to the test
every single day, with no way of knowing
when the payoff will come (or even what
the payoff might be). This is where we must
let go of control and the need to always
know the outcome in advance; and just
simply trust the process. If we are able
to get out of our own way and engage in
a daily practice, our lives and leadership
styles will begin to open up in surprising
ways.
When I started journaling twelve years ago,
during my early-onset mid-life crisis,
6
Greater Personal Capacity
Too often, leaders succumb to the myth that they have arrived. Upon word of a
significant promotion or a career advancement, many leaders tend to shift into
auto-pilot – believing wrongly that what landed them here ensures their success
at the next level. The reality is that “arrival” is the “moment of truth”; this is when
the real work begins. Sustainable success demands the discipline to build personal
capacity in advance of any apparent need. The patterns – of thought and action – that
lead to one’s advancement are necessary but not sufficient to secure victory
on future fronts. Two of the brightest minds from the field of evolutionary biology,
Stephen Jay Gould and E.O. Wilson, have taught us that ‘extra capacity permits
creative evolution (i.e., innovation) in novel, unheard of directions’.
Translated to the realm of leadership, this means that our work is never done. Only
by continuing to develop our own capacity (i.e., evolve as leaders and individu-
als) will we be able to seize upon the emergent opportunities that spring eternal
in a generative universe. Pioneering leaders take comfort in the fact that they have
no idea what wants to show up on a daily basis. Grounded by a regular practice,
leaders on the forefront possess the clarity, creativity and courage to venture into
the unknown. (See sidebar on Practice.) They are constantly building maps (mental
models) to make sense of the foreign and ever-shifting terrain. A deep reservoir of
emotional awareness and intelligence allows them to stitch together patterns of
the past (i.e., learning from a database of similar situations) with fresh insights to
chart a “new” course forward.
Very few people on this planet possess the supreme confidence required to
“make it up as they go along”. Truly operating on the horizon line that separates
possibility and reality, they feel like they own this nascent niche – one fraught
with perilous risk and exponential reward. This level of leadership is not taught
but rather uncovered. This quiet, yet bold genius is revealed over time, through a
progressive series of experiences that take one beyond his/her threshold (emotion-
ally, physically and intellectually). Going to the edge allows these individuals to
generate the energy to overcome the anxiety that normally overwhelms people
when they are “lost”, navigating in totally new, virgin territory. Anyone who has
trained for and run a marathon or climbed a 14,000 foot peak knows what it
feels like to access this limitless storehouse of personal power.
 Practice (cont’d.)

Unfortunately, however, most of the managerial population does not have nor I had no idea that one day I would be
take the opportunity to “touch their potential.” The greatest challenge that high- writing and teaching for a living. I put
octane leaders face is opening up the space to see and think in new ways. pen to paper for one vital reason; it made
Buried, on a daily basis, by the torrent of meetings, messages and mandates, me feel good. And therein lies the key to
most leaders struggle to make time for their families, much less themselves. The selecting a practice; this ritual must be
emotional and intellectual landscape, that lies within, is just as important as the something that you derive strength, clarity
conceptual and strategic frontier that stretches outside. The more expansive our and enjoyment from. Otherwise, it will land
minds, the more abundant our markets and communities. Leaders, at all levels, beside the dusty Nordic Track trainer in the
are best served when they create a work-style (i.e., a way of being) that allows back of the garage.
for and cultivates reflection, imagination and restoration. As I counsel the execu-
tives that I work with, “do one thing everyday that makes yourself stronger.” Allow yourself to experiment with a number
of different rituals, until you find “the one”
that has just the right rhythm. You need not
lock into the same routine every day. It is
actually quite beneficial to have a “port-
folio of practices” to draw from. Monday
may find you writing in the morning, while
Tuesday affords a lunch-time run. Wednes-
day and Thursday means after-work yoga
with your spouse. And the weekend brings
you back full-circle to writing.

Whatever practice(s) you choose, it is

important to capture what you are learning
on a regular basis. As your practice takes
hold, your thinking will start to evolve. No
longer a prisoner of the past, your mind
will open up to a whole host of compelling
questions, innovative ideas and alternative
futures. Use a notebook or journal to chron-
icle your evolution. Carry the notebook so
you can jot down ideas as they show up.
“ THE GREATEST CHALLENGE THAT And, on a weekly basis, ask yourself “what
HIGH OCTANE LEADERS FACE IS am I learning?” This chronicle will serve as
OPENING UP THE SPACE TO SEE an invaluable tool for authoring the next
AND THINK IN NEW WAYS.” chapter in your life as a leader.

7
 An Advanced Curriculum
Stroll the leafy campus of an Ivy League university, or any other world-class institu-
tion of higher education for that matter, and you are likely to happen upon what
could be the training ground for tomorrow’s leaders. Before you settle comfortably
into a cup of coffee and a lecture on corporate ethics in the business school, keep
on walking until you have reached the School of Architecture. Here, among the
hallowed ghosts of Mies van der Rohe and Frank Lloyd Wright, is where leading
minds of the next generation are being taught how to think multi-dimensionally.

Architecture, and other fields that are integrative, offer a more comprehensive or
holistic framework for learning. Rather than honing in on one specialized method
of thought, like analytical thinking, architects learn to approach “problems” from
multiple angles. For example, on a project to design a city park, a “schooled”
architect would work to develop a design solution that accounted for a number
of diverse and divergent perspectives: community needs, budgetary constraints
“ IT’S
TIME TO LOOSEN THE (cost), aesthetic objectives, environmental considerations, infrastructure and public
INTELLECTUAL GRIP THAT works requirements, project timelines, growth plans, et al.
THE WORLD OF BUSINESS
HAS HELD ON THE FIELD OF Seasoned architects learn to “hold open” the mental space to allow for the rec-
LEADERSHIP.” onciliation of contrasting, complementary and competitive concerns. This integra-
tion is often accomplished through the creation of storyboards – a visual narrative
that would show how different stakeholders could “use” the new park – and via
the development of scale models that would depict the park in structural form.
The “richer language”, that is available in this case to architects, enables them to
produce prototypes (i.e., models of a sample solution) that team members and
stakeholders can quickly grasp. It’s much easier for people to participate in the
co-creation of a solution when the constructs are visual in nature.

It’s interesting that currently we call upon the world of business to provide the frame-
work and the “farm system” for all things leadership. Business schools and manage-
ment consultancies have been the predominant source for the theories, teachings
and talents that are leadership today. While consistently successful in periods of stabil-
ity, the early years of this mercurial millennium have already called into question the
continued efficacy of this approach; one need look no further than the aftermath of
Hurricane Katrina to appreciate that our model for leadership development is grossly
inadequate for the “storms” that often sweep ashore. Simply stated, it’s time to loosen
the intellectual grip that the world of business has held on the field of leadership.

8
The city park example actually provides a compelling arc for the future of leader-
ship development. Tomorrow’s leaders will be as conversant in problem-solving as
they are in profit-making. As versed in the mathematical as they are in the mana-
gerial. As steeped in the laws of nature as they are in the principles of econom-
ics. Bridging thought from fields like architecture, athletics and anthropology – to
name just a few – will allow us to expand and elevate the standard of leadership.
Our task is to design an advanced curriculum that will consistently yield a higher-
order of performance.

The educational foundation – of our emergent paradigm – is built upon four core
disciplines; each discipline is comprised of a set of tools and knowledge. Melded
together from years of research, experimentation and observation, these disci-
plines represent the ultimate instruction set for the leaders of tomorrow. (See Core
Disciplines on the following page.)

Learning to lead in this multi-dimensional manner will not come on the easy or the
cheap. Nothing shy of a renaissance in leadership development will suffice. The
level of leadership that we are seeking will require a significant shift in the scope
and strategy of our educational efforts. As teachers, we must advance our methods
to account for the deeper learning this jagged age demands. As practitioners, we
must commit to the lifelong journey that leadership has become.

“ TOMORROW’S LEADERS WILL

BE AS STEEPED IN THE LAWS
OF NATURE AS THEY ARE IN
THE PRINCIPLES OF ECONOMICS.”

9
 Co re D i sci p l i nes: T h e U l itm ate I n s t r uct i o n fo r To m o r row’s Leade r s

D¹ SENSE MAKING Understanding Who And Where You Are

Leaders make their living on an ever-fragile frontier, where they are constantly exposed to a cross-current of experiences, expec-
tations and emotions. Comprehending one’s geographic, strategic and mental coordinates can be downright challenging, if
not occasionally impossible. Self knowledge provides an invaluable anchor in these times of tumult and transition. A deeper
understanding of oneself – strengths, limitations, patterns of behavior – enables a leader to assess pressing decisions with greater
clarity. Amidst the swirling chaos, they are able to create an “inner calm” that quiets the noise; this “reflective space” allows
them to detach from the immediacy, gain perspective on what truly matters and frame the situation in a more useful context.
It is from this place of authenticity that leaders act with authority. Sense making is all about the psychology and physiology of
human performance.

D² TRAIL BUILDING Constructing New Maps to Navigate the Unknown

Learning to connect the dots of seemingly divergent paths to produce breakthrough discoveries. Leveraging the strategic
potential – just over the horizon – requires that we enhance our powers of abstraction and intuition. In essence, developing
an “inner compass” that guides us through totally-foreign terrain. Instead of feeling “lost”, leaders, that acquire this navigational
thrust, are able to intuit their way forward with a quiet confidence, a “knowing” deep in their gut that they are on the right
path. This discipline utilizes numerous methodologies from the domains of alpine mountaineering and hedge fund investing,
where risk and decision making are valued at a premium.

D³ PROTOTYPING Rapidly Developing Concepts and Models

Prototypes are one of the most powerful – and often underutilized – tools available to leaders that are attempting to solve complex
problems: launching a new brand; creating a new store design; unearthing a new business model. Developing a truly innovative
solution rarely, if ever, happens in one big bang; rather, the most elegant, sustainable solutions are realized through an iterative
process where concepts are rapidly reviewed and refined. Mastering the art and science of problem solving necessitates that
leaders “get to prototypes early and often”; thus, allowing others on the team to share their unique perspective and participate in
the shape of the solution. Software engineering and product design lend many bleeding-edge principles for leadership through
prototyping.

D! STORY TELLING Crafting a Narrative to Engage People in Deep Change

The only way to marshal the momentum required to reinvent the future is by capturing the collective imagination of your orga-
nization. Revolutionary movements begin with a visionary narrative that people can aspire to and embrace. To weave such
powerful storylines, leaders must learn to “stitch together” disparate insights and ideas into “frameworks that flow”. The most
storied leaders of our time have taught us that ‘altering the course of history begins with the creation of an alternative storyline,
a narrative that re-envisions what the future can bring.’ The increasingly interactive culture, in which we live, demands that we
author dynamic storylines – learning to fuse the latest techniques from film-making and multi-media design with the timeless
lessons that literature provides.

10
A Pioneering Profession
At the forefront of leadership today are just a handful of pioneers who possess
the tenacity, the creativity and the equanimity (emotional balance) to success-
fully negotiate this trying time. What separates the rare leader – that is here to
make history – from the rest of the general managerial pack is their uncanny
ability to navigate uncertainty. Emboldened by the vast potential that lies ahead,
history makers fix their gaze on a re-imagined future, a compelling storyline that
re-constitutes reality. These modern explorers then proceed to operate with one
foot in the possibility space – designing the concept – and with the other foot
in the concrete world – engineering the capacity required to realize the future.
They straddle the conceptual and the concrete until the gap between possibility
and reality has been closed.

The discipline, passion and ambition to bring such a future into focus is not other-
worldly or alien. This ability “lives” in all of us. Unfortunately, the majority of people “ IT IS BEYOND TIME THAT
in leadership positions today have not been exposed to the teachers and the WE GAVE THE COURAGEOUS
experiences essential to summon such wisdom and strength. CALLING OF LEADERSHIP
ITS DUE.”
Leadership is a hazardous occupation and a supremely vital institution; yet it has
no union and no constitution. Today, the only true school for leadership is Hard
Knocks U. The vexing problems that litter the too-hard box are sufficiently complex
to warrant a more seasoned and sophisticated approach. It is beyond time that
we gave the courageous calling of leadership its due.

What if an extreme learning environment for leadership was available – to facili-

tate the personal change that is a pre-requisite for re-inventing the future?
What if universities established the cross-disciplinary programs and degrees – for
under-graduates, graduates and executives-in-residence – needed to think across
boundaries? What if leadership evolved beyond a highly-compensated position
to become the chosen profession for aspiring entrepreneurs, business builders,
philanthropists and heads of state?

This is the level of innovation – radical change – required to meet this perilous century
head on. It is time for leading thinkers the world over, from academe, business and gov-
ernment , to come together to realize a new paradigm for leadership. A manifesto and
a methodology that arms leaders with the tools and confidence to tackle the unsolvable
in healthcare, energy renewal, economic development, and public education.

11
 A Final Note…
As historians look back on the early days of this young millennium, they will talk
of a cadre of visionaires who defied convention to author the next chapter in
leadership development.

Bridging the divergent disciplines of design, science, psychology and strategy, they
were able to unearth a truly modern, mulit-dimensional craft: a burgeoning field
that yielded a boundless crop of leaders with the capacity to measure all the 21st
century offered.

This revolutionary advance is the mandate of our generation.

12
 About The Author
Geoffrey Helt is the founder of the Moose Wilson Project. The ambition of the
Project is to fundamentally alter how leaders see, think and move through the
world.

After spending over 15 years advising, teaching and studying leaders at all
stages of development – from MBA students to serial entrepreneurs to Fortune
50 executives – Geoffrey recognized an unsettling and recurrent pattern of
performance: while quite adept at managing the predictable, they were con-
sistently overwhelmed by the uncertainty that arose in times of deep change.
Simply stated, the model of leadership being “taught” in business schools,
corporations and academies is no longer sufficient for the dynamic, unstable
ecology that has suddenly become our “new normal.”

From these experiences, an alternative future has emerged, a way of leading

that is as generative as the world in which we live. Through the integration of
advanced fields of thought, Geoffrey has developed a leadership curriculum
that yields a higher-order of performance: from one-dimensional perspectives
to multi-dimensional models; from plan-and-control to prototype-and-trust; from
competitive scarcity to creative abundance.

Elevating the craft of leadership is the thrust of Geoffrey’s daily work. He

engages with a handful of pioneering leaders, conditioning them to build the
capacity required to navigate complex terrain. He conducts workshops on the
tools, teachings and transformations of the new paradigm. And he continues
to research and write about realizing an alternative future.

Geoffrey Helt can be reached at glh@moosewilson.com