Our philosophy – The Gaia Leadership Model

Everyone working in successful modern organisations knows that extraordinary results are generated when the individual has a strong inner driving-force – and when this is harnessed to the aims, visions and goals of the business.
The old co-worker leadership philosophy feels both inefficient and outdated in the context of the current rapid pace of change in the world. To try to exercise a style of leadership which is based on rigid control and assumed superior knowledge, and then attempt to motivate and take responsibility for co-worker development is a dead end. Results will be unsustainable in the long run.

A whole new style of leadership is required; to meet the challenges and recognise the opportunities of the world around us and then transform these into powerful forces that will impact on the development of the organization. Our Gaia Leadership philosophy addresses four central pillars of successful leadership:

  • The interaction between the part and the whole.
  • Inner and outer growth.
  • The manager-co-worker relationship.
  • Integration of culture and structure.

The interaction between the part and the whole

As complexity increases, fewer and fewer problems can be solved without taking a holistic perspective – the interaction between the parts and the whole is brought into focus and becomes a critical success factor.

The Gaia Leadership Model is founded on the interaction between the individual and the organisation. Each individual is challenged – however minor his or her role might seem- to take responsibility for the success of the organisation. At the same time, the organisation is challenged to invest in these individuals in order to lay the foundation for their future.

In the successful team, team members don’t begrudge each other success. The team as a whole cannot succeed unless its different parts are successful on an individual level. In the same way, the individual team member cannot be successful unless the team succeeds.

Inner and outer growth

We are convinced that the vast majority of people working in an organisation want to make a contribution to addressing the important issues facing their employer. Again and again, entrepreneurs have consistently shown that it is possible to achieve trailblazing results based on their ideas and aims, despite sometimes having very limited resources.

The Gaia Leadership Model aims to put people in touch with their inner entrepreneur. When the co-workers in an organisation base their actions on their own inner driving-force, develop their self-knowledge and value their ideas, inner growth takes place leading to outer growth and results on entirely new levels. The entrepreneurial approach of always having an eye open for problems that need to be solved creates a vibrant organisation that is better able to tackle the changes it constantly faces.

The manager-coworker relationship

In the Gaia Leadership Model, the manager’s role is transformed from being the motivator of others to being the one who takes stock of the situation and then challenges every individual to develop his or her own leadership agenda. The manager utilises and enhances the co-workers’ inner desire for development and then strengthens the link between the goals of the organisation and the driving-forces of the individuals.

The personal leadership qualities of each individual are brought into focus – accentuating each person’s responsibility for their own motivation and development. This causes a paradigm shift in the dialogue and working methods of the organisation – manager and co-worker now challenge and develop each other. In this way, everyone becomes part of the leadership: something that we see as crucial for successful and value-building organisations.

In concrete terms, this takes place once our Gaia Supplier idea has been implemented. The Gaia Supplier makes co-workers into proactive suppliers who attach value to their “offer” and link it to their manager’s (i.e. their customer’s) opportunities, challenges and needs. Like a supplier on any market, the co-worker also puts a price on her offer and describes the key conditions she needs to be able to deliver in a way that is profitable for both parties. This way of working creates a customer and result-oriented culture both inwardly in one’s own organization and outwardly in the interaction between customers and stakeholders.

Integration of culture and structure

Sustainable results and long-term value are created when culture and structure are integrated into the organisation. Unfortunately, there are all too often no strong links between the values expressed in beautiful words and the organisation’s concrete structure and working methods. This leads to a destructive feeling of everything being disconnected, which in turn damages trust and motivation.

Instead, working methods are needed that support our values and values are needed that support our day-to-day work. A leader who creates structures and processes in which everyone’s commitment and needs can be utilized also creates trust and generates results.
Our leadership philosophy is constantly being developed and extended – not least in the meeting with you, the customer. We therefore look forward to many fruitful occasions when we can listen to your ideas about future leadership.