As scholar-practitioners, we base our work on proven models and methodologies. The foundations of our practice, Emotional & Social Intelligence, Resonant Leadership, and Systems Thinking are grounded in key ways of thinking that influence everything we do at Teleos.Learn Our History
We collaborate with your organization to determine your unique needs.
We create leadership solutions fit for your organization.
We deliver programs that ignites positive change within your organization.
Emotional and Social Intelligence is the ability for individuals to understand and manage their own and others’ emotions in social interactions. Teleos has been at the forefront of the work in Emotional and Social Intelligence, dating to our founders’ days at the Hay Group where they worked closely with Dan Goleman and Richard Boyatzis.
We know that EI is what separates good from great leaders providing them with distinct advantages in the workplace. Leaders who are highly emotionally and socially intelligent understand how to build connection with others and how to create a resonant culture that builds success and engagement at all levels.
Resonance is a powerful collective energy that reverberates among people, supporting higher productivity, creativity, sense of unity and results. It comes from our ability to use our own cognitive and biological systems to master skills of self-awareness, awareness of others, empathy, and emotional intelligence. Resonant leaders use emotional and social intelligence skills to renew themselves, create positive relationships and foster a healthy, vibrant environment to engage others toward a common goal.
Resonant Leaders manage positive and negative emotions, using them carefully, consciously and appropriately. These leaders are consciously attuned to people, focus them on a common cause, build a sense of community and create a climate that unleashes peoples’ passion, energy and unified spirit. They facilitate empowerment, acting in ways that leave the people around them feeling stronger and more capable, ultimately leading to improved overall performance.
Systems thinking is an important cognitive skill for a leader to nurture. It recognizes that the parts of any whole can only exist or be understood in relation to the whole. By adopting this way of thought, an organization is looked at as a collection of parts that are highly integrated to accomplish an overall goal.
Systems Thinking helps leaders move away from focusing on a simple “cause and effect” relation, to one that is complex and emphasizes the relationship of the parts of a system to the entire whole. It requires a re-conceptualization of traditional perceptions of relationships, which often do not offer enough context to effect the kind of change today’s organizations need.
Experiential Learning is a term used to describe a process of “learning by doing.” As opposed to simply reading or hearing about a concept, it is the immersion of an individual in a setting that allows for a full sensory experience resulting in concrete learning. This can occur through real life or simulated experiences.
The experiential learning cycle is a useful way to understand how experience, when reflected upon and repeatedly tested in new situations, allows for learning that does not naturally occur simply from an experience. This theory of learning suggests that experiences are most valuable teaching tools when they are transformed through meaning-making.
Over the past ten years, we have worked with our colleague Richard Boyatzis as he has refined the Intentional Change Model: a model that we use as the basis for designing individual learning plans. Along with colleagues, we have conducted research that indicates that if this model is employed, not only can people accurately identify how and why they need to develop their leadership capabilities, they actually do change, and the behavior changes are sustained over time.
Intentional Change Theory can support any systemic change. We use it within team development programs and leadership development programs. The Intentional Change Model consists of five elements: Ideal self, Real self, Resonant Relationships, Gaps, a Learning Plan, and Experimentation. This five-stage process is conducted over time, as is designed to “rewire” the brain and subsequent actions. Intentional Change enables individuals to develop resonant leadership and emotional and social intelligence capabilities, enabling individuals and groups to create climates where they can implement strategy and achieve shared goals.
This cycle emphasizes the human ability to adapt effectively to the many stresses we encounter in our complex and fast-paced lives personally and professionally, while directly and compassionately addressing the challenges the demands of work can place on the rest of our lives.
When thinking of those in leadership positions, power and the exercise of it, are central to their role. We can say that leaders experience a form of stress called “power stress” sometimes resulting in reduced effectiveness and other problems. We focus on teaching strategies to help cope with stress and adversity at work, developing skills to combat fatigue, anxiety and anger and explore the themes of resilience and renewal.