If I were asked, I enrolled because of the scarcity of opportunities to develop people in small civil society organizations. In the 14 years, I’ve been in management in the sector, I’ve only attended one training course.

There was a feeling of security knowing that I was being assigned a “consultant” (an experienced community and voluntary sector leader keen to mentor the next person) with a similar organizational dimension and sector. However, my expectations were interrupted before I even met her.

Chris says: “Will the consultants receive mileage compensation, or should we travel to them for advice?

Mark: ‘That’s interesting. What makes you consider it necessary to take the best course instead of taking them to the other side?

Chris says: “I think it indicates a desire to please. I tend to attempt to solve the problems of others first. [Silence.] It’s altering the work I do.’

This exchange was a perfect example of the benefits Cascading Leadership had to offer. Leaders who show their methods and values even during administrative meetings. Listening to that is of high quality and directed between the lines. Powerful questions. Accepting naturally occurring silences is a vital and valuable instrument for developing understanding. Allowing space to reflect. The realization that there could be no value if there were no vulnerability. Self-awareness, self-awareness, and the ability to be open. The decision to reflect to discover, share and remember.

We created an environment for us to take a breather, believe, be honest and admit failure, be curious, be risk-averse, and hold ourselves accountable.

My consultant arrived with questions, beliefs, and space. The method was reflective and contemplative. It was based on my totality as well as my ability and creativity. It was based on the assumption that the work was already completed inside its marble blocks. It gave me tools but entrusted me to take them and then chisel away. It was not a deficit-based “course.” No production line, creating leaders from a part bin of paradigms, strategies, and models.

I was adamant about pursuing an agenda that may have been a travesty of my education in business school. How do I lead over organizational boundaries? Leap between the lines? Operationally and strategically? Make effectiveness? Lead sustainably? How do you lead sustainably? By examining more in-depth ones? Are my own values personal to me, and what are the goals? What is the purpose of sacrifice when showing? Would the world look as in the event that all leaders were just like me? We created a space for us to slow down, trust, be vulnerable about failures, be curious, be risk-averse,, and be accountable to ourselves.

I aspired to This kind of leadership whether I was in charge or guided. It was not as if I was discovering a new method of living, more like validation. Cognitive concordance. Permission. I did not emerge as an entirely different person, but I did come closer to me.

I wasn’t an entirely different person, but more close to me being who I am.

Through the program, I realized that the reasons I had for applying as a partner were worry about my leadership abilities and protecting my self-esteem from rejection. It was the role of consultant that had drawn my attention. However, I was the chief executive for seven years at two charities; an internal voice has been adamant, “Not for you. It’s not good enough. But not yet. You’ll fail.’

The most tangible impact of my part-time partner experience is being confident enough to apply for the “consultant” role next year. It wasn’t because I was able to overcome my anxieties. Instead, I learned to look for them, ask questions about them, and recognize them for what they are.

When stepping into the job, I was aware of my anxiety-reducing. When we were having our remote chat with Covid-19, I was initially attracted to put my “powerful questions” beneath my screen. I could see how my brain affected my listening, worrying that my “partner” would not speak without me preparing a critical question. I felt satisfied when a question provoked emotions in my partner and was quickly followed by a feeling of shame. While I was happy with the change from being an expert in solving problems to a curious friend, I was struck by how quickly the “Trojan questions” arrived – those that quietly provided my personal opinion and solutions.

The actual effect is a constant determination to ask better questions, listen to others and myself, and observe emotions, metaphors,, and the truth of what is being spoken.