Working with organisations

You’ve discussed the problem several times, but it keeps coming back to the table. You hear concerns in the corridor that nobody raises in the meeting. And the demands of today leave little room to think about what comes next.

Mitzi facilitating a workshop with participants at the National Audit Office

Your organisation is full of capable, committed people. I start by recognising what already works well, then bring the Thinking Environment and a lawyer’s habit of testing assumptions to the questions you face. Honest conversation means distinguishing evidence from assumption, hearing what may be difficult to say, and examining whether the way decisions are made reflects the values you hold, including in the technology you choose to use.

Work often begins with a live challenge facing a board or leadership team and develops into an ongoing relationship. We combine leadership development, advisory support and facilitated conversations, returning to important questions as new thinking is put into practice. Where useful, structured assessments provide insight into how meetings and decision-making are working.

When broader expertise is needed, I draw on senior associates with experience across law, governance, HR and organisational development.

Selected client work

Bringing governance and thinking together

Guy’s and St Thomas’ NHS Foundation Trust

I worked with the Integrated and Specialist Medicine clinical group board to strengthen the quality of its meetings and conversations. Together, we brought the Thinking Environment and integrated thinking into its governance approach, creating more room to question assumptions, hear different perspectives and consider the longer-term consequences of decisions.

“The fusion of Governance with thinking practices enabled us to transform our governance from linear to dynamic.”

Nabil Jamshed
Head of Corporate Governance, Guy’s and St Thomas’ NHS Foundation Trust, at the time

Shortlisted · Governance Project of the Year 2022
The Chartered Governance Institute UK & Ireland Awards, recognising governance work across sectors.

Building agreement through difference

Chartered Institute of Public Relations

I facilitated a governance working group bringing together members with widely differing views to review the institute’s bylaws, regulations and governance structures. The group completed its review in a few months, and its recommendations were adopted with more than 90% of votes in favour at a General Meeting.

“Instead of arguing or getting stuck on points of disagreement, working group members listened carefully to others’ views and actively worked for an agreement. All the heat went out of the debate and people were constructively engaged with the task in hand.”

Alastair McCapra
Chief Executive, Chartered Institute of Public Relations, at the time of the testimonial

Judicial leadership through change

I worked with senior judges following COVID, as the justice system was undergoing significant change. The work created space to step back from immediate demands, reflect together and consider the responsibilities ahead.

Earlier feedback on my work with judicial leaders:

“The session was very successful and will enable the individual presidents to think through the planning issues they face in a more collegiate and collaborative way.”

Sir Ernest Ryder, Senior President of Tribunals at the time of his testimonial

What this can look like

Healthcare · hypothetical scenarioMaking room for every voice

A multidisciplinary team may bring together a wealth of expertise, yet important concerns can remain unspoken. Someone may be junior, belong to a different profession or expect to be interrupted.

Creating the conditions for people to think and speak freely helps your team hear the concern, experience or observation that could change its understanding of a situation.

What might a nurse, midwife, doctor or junior colleague notice that the rest of the team needs to hear?

Across sectors · hypothetical scenarioWhen bureaucracy becomes a defence

When the consequences of a wrong decision feel significant, organisations can drift towards more meetings, more approvals and more process.

Some safeguards are necessary. Others may be postponing responsibility. When you acknowledge the anxiety that can sit beneath decision-making, you can distinguish necessary safeguards from processes that postpone responsibility.

“Mitzi is truly fabulous at what she does. After working alongside her, our key management meeting was much more inclusive and productive. We discussed a number of ‘meaty’ issues that previously might not have reached the agenda. We felt a sense of collective ownership and achievement and left the meeting feeling much more optimistic as to what we could achieve”
Nadine Bleasby, former COO, NIHR (at the time of the testimonial)
“This was a most fulfilling and ‘work changing’ session. Attendees ranged from chairmen of global organisations to senior regulators and those running smaller agencies. By educating us in how to create a ‘thinking environment’ which is not only inclusive but promotes fresh and clear thoughts, the meetings become more productive and engaging. Subsequently applying this in practice was a joy with immediate results”.
Richard Karmel, Former Managing Partner, Mazars London

Let’s explore how we could work together

If you recognise something of your organisation in these examples, book a conversation. We can discuss what you’re facing and how I could help.

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