Our Story

2005 – 2018... 13 Years On. A Personal Indulgence

How much has changed, or perhaps “morphed” might be more appropriate. From “business and people development” 13 years ago to “transforming thinking and behavior……at work and beyond”, now and as we look forward.

The journey has been rich, from working with leaders and teams to build skills and develop strategy, to supporting procurement and project teams in complex commercial relationships. Intense one-to-one coaching and facilitating groups in the exploration of their own purpose and dynamics have also been a significant part of the mix.  

The geographical journeys have also been many and varied, from the plains of Peoria, Illinois, USA to Magadan, the gold mining town in the far east of Russia. Stockholm in the north and Johannesburg in the south, and many points in between of course.

Along the way, our learning has been challenging and joyous in personal and professional development. Inevitably, the truly figural insights have developed through those conversations where real connection happens, in moments of shared vulnerability, client and consultant working as one in true partnership united in the shared intensity of learning.

As with many leaders, managers and indeed, fellow humans, our own transition and continuing quest is forged in the crucible of complexity and pace and so the future, indeed our future, beckons enticingly.

Our mission remains constant but, as with the rocks in a fast flowing stream, subtly though no less profoundly shaped by the personal values and professional practices we have come to hold most dearly to our hearts. Our real excitement and sense of ongoing contribution lies in the “undiscovered country” of individual and collective emergent futures.

As Shakespeare’s Hamlet muses, in the undiscovered country of the future, survival is always optional but the exploration of the experience of what entices us forward and how we learn, grow and sustain ourselves along the way is perhaps as important now as it has ever been in humanities evolution. We feel strongly that in an increasingly alienated world, true learning and growth is gained through the exploration of our sense of place and contribution to work, family, friends, stakeholders and community. We hold as our truth that such is the value and priority of this learning, for us all, it has to be worth investment and warrant some focused, quality time for reflection, consideration, planning and re-energizing.

So we go forward with the same sense of mission, with our energy channeled in supporting individuals and groups in change and transition, at work and beyond.

We’ll work with you face-to-face and via technology and we’ll be enticing you to our own venue, The Mill, in the beauty of the northern fells of the Lake District.

In connection with this, we bring this celebratory item for us to a close by drawing on the wisdom of Yuval Noah Harari;

“The most important skill of all for humans in the 21st Century will be the ability to re-invent ourselves. We need to invest the most in emotional intelligence and mental balance in order to keep up with rapid change without losing our minds.”

The undiscovered country tantalizingly lies ahead. The True North story continues.

Our Foundation

Grist to the Mill is  'Something that is favourable or creates opportunity' or 'Anything that can be turned in to profit or advantage'.  Grist is unground corn or any grain that would be taken to a mill. It is the act of grinding the grist that produces flour or profit.

“The horse that stands next to the Mill carries all the grist” (William Camden 1605).  

True North offers 'Grist to the Mill' as a space in which articles, provocations and white papers can be posted for 'milling', through argument, discussion and debate, or just appreciation of a different perspective. The aim is to create shared 'profit' through the process of sharing.  

A brief description of the ideas and principles that underpin our approach and way of working with references to give some insight into how we have got to this point:

The start of the start

Experiential Learning: D. Kolb.

Making Experience Pay: A. Mumford. P. Honey.

Freedom to Learn: C. Rogers

How come it is I came through my business degree without ever encountering the work of David Kolb? How come one book, Freedom to Learn, had turned my world upside down? Only when I had become involved in leadership learning and organisational development did I work consciously with Kolb’s experiential learning cycle and Alan Mumford’s “Making Experience Pay”

The learning cycle, along with the principles and practices of vertical learning is the foundation stone for True North. To use Kolb’s words, life is an active experiment. Conscious reflection with feedback the essential tools to fuel the cycle.  Meaning making is the way we interpret our experience of our own actions, how we impact up on the world and the world on us.

Six Category Intervention Analysis: J. Heron.

On Becoming a Person: C. Rogers.

What’s the Use of Lectures? D. Bligh.

Design for Learning: J. Kilty

So I’m going to intervene in groups as a consultant and facilitator.  I’m going to have one-to-one conversations and do follow-up coaching and support for workshop participants and managers. It seems sensible to have a notion of the core conditions for learning and what I can say or do to be helpful. I quickly found giving lectures had little impact on significant learning.

In doing this, my own reflective practice to build my conscious competence seems an important discipline to apply to myself if I’m asking others to do it. I found a peer action learning group through work really helps too. And a supervision group through my post-graduate programme at Surrey University.

For your own Good: A. Miller

A realisation that my past has shaped the kind of person, leader and consultant I am and want to be.

The next steps

The Skilled Helper: G. Egan.

Process Consultation: E.Schein. “

If You Meet the Buddha on the Road, Kill Him: S. Kopp.

Experiences in Groups: W.D. Bion

Post-privatisation BT and a significant change process in place with my role leading and supporting senior managers in undertaking very new and culturally challenging ways of working. We have to bust a few myths about hierarchical behaviour and get a good handle on senior team and organisational processes. I have to coach and facilitate…..a lot!!!.....and train coaches and facilitators…..a lot!!!!

Organisational Learning: C. Argyris, D. Schon.

Organisational Transitions: R. Beckhard and R. Harris. 

The Psychoanalysis of Organisations: R. De Board.

A senior role in the Costain Group leading the talent and change agenda with a couple of colleagues.  In a very commercially challenging and challenged sector with a highly macho culture, my fundamental question and raison d’etre was how to make the leadership development and change agenda gain traction and be seen to be having quick commercial gain?  The EI and NLP world was also burgeoning as was the search for excellence. The new corporate mantra became “Do more with less” as business process re-engineering was rattling through boardrooms.

And so into the world of external consulting

Strategic Alignment: N. Chorn.

Consulting for Real People: Cockman and Evans.

The Bottom Line series: A. Warner

The change to being an external consultant for me was driven by other disciplines about which I needed to be consciously competent.  The primary one being to focus on the clients agenda rather than being the agenda leader as an internal change agent and manager. So identifying and working with organisational culture and the whole area of aligning strategy, values and behaviour to commercial or political ends becomes the focus.  The key challenge, that of balancing personal learning and growth with the commercial or political imperatives while hanging on to the ethical compass of my own personal and professional standards.

The Hungry Spirit: C. Handy. 

The Intellect Industry: M.Scott.

Transitions: W. Bridges

Charles Handy was leading the debate about change, uncertainty, unreason and the search for meaning in the workplace as we crossed the threshold into the new century. The professional service firm is becoming an important part of the employment market, and I’m in one, and about to set one up, and working with a few as clients.

Recently and onwards towards True North

Personal and Organisational Transformations: D. Rook, B.Torbert, D. Fisher.

Organisational Consulting: E. Nevis.

The Old Ways: R. McFarlane

At this stage of life in the VUCA world, my calling is to focus and spend time and energy on the essence of what I have come to realise is really important to me and important to this chaotic world. Leadership learning remains at its core. The natural environment and music have been constants throughout.

Vertical learning is not the panacea to all ills, but I’m convinced it has a big contribution to make.

The active experiment continues. Others that have helped along the way and stuck with me:

Music and the Mind: A. Storr.          

Finding Sanctuary: C. Jamison.

Confessions of a Janus Brain: J. Heron.     

Anum Cara: J. O’Donohue

Zen and the Art of Motorcycle Maintenance: R. Pirsig.

The Tao Te Ching: Lao Tzu.

The Fear of Freedom: E. Fromm.

The Magus: John Fowles.    

Touching the Void: J. Simpson

The Celts: P. Beresford Ellis

The Hanged Man: S. Kopp

An Autobiography: M.K. Gandhi.

Jonathan Livingstone Seagull: R. Bach.

Small is Beautiful: E. Schumacher

 

Brian Woodall

True North Partnership

September 2017