About Lawrence C. Minks and Associates

Transformational Leadership is a vital catalyst for dialogue and education in addressing 21st century leadership challenges. We are dedicated to supporting learning communities and networks where leaders engage in deep inquiry, reflection and exploration in service to building a better world. By engaging individuals and groups with culturally diverse backgrounds, conducting ongoing projects, and sharing knowledge through innovative, experiential programs, the process supports the advancement of transformational leadership education, leadership mentoring, and inspiring the spirit for leadership in future generations.

The approach and philosophy selected is highly compatible with the dual objectives related to comprehensive organization development and change initiatives. The first is an emphasis on dissemination of information (based on documented, successful, experiential learning) in the areas of organization development, leadership, and human resource development in support of transformational change. The second is an emphasis on change and innovation (through research and application) for improved methods and processes of transformational change.

The principles supported by the initiative emphasize the shared human spirit and experience of leadership, purposely teaching participants how to shift their mental mindsets from judgment to transformation through such processes as generative thinking and discovery dialogue. Generative thinking encompasses a cyclical process of deciding, discerning, and probing—deciding what to pay attention to, discerning what it means, and probing what to do about it.

Discovery dialogue focuses on listening to understand, being open minded, revealing assumptions for evaluation, and demonstrating concern for others even when they hold differing views. In combination, generative thinking and discovery dialogue provide techniques for thinking about the past in order to move toward the future, for facilitating effective deliberations, and for evaluating transformative paths.

We are guided by the philosophy of a holistic approach in becoming a leader. A critical part of the process of becoming a better leader is the necessity for deep understanding of one’s own journey and how that journey has influenced one’s perspectives. Only with this greater awareness, through self-reflection and discovery, can leaders contribute legitimately to the development of others.

Moving from processes of developmental or transitional change to processes of transformational change requires expansion of human capacity in a holistic manner. Developmental or transitional change involves adjustments in structure, systems, or processes in support of organizational continuity. In contrast, transformational change is aimed at fundamentally altering the core and very nature of an organization.

We are engaged in a broad scope of activities with action-research and process consultation, networking assistance, survey feedback processes, team building, structured group process development, collaborative partnerships, organization development and change consultancy, and leadership mentoring and professional development, all in service of supporting sustainable transformational change and continuous learning.

The initiative brings together leadership and innovation to promote a learning culture in organizations and communities. This is accomplished by developing individuals and leadership teams in their capacity to think through their actions, and to put into practice new insights that involve changing the quality of dialogue, identity and action. To build the potential of future leaders, it is necessary to educate and train practitioners in transformational change.

Working with organizations and sectors on a number of levels (individual, program, unit, organization, sector, and inter-sector) provides the capabilities to look at systemic questions to achieve greater and more effective change. As a bridge between research and application, individuals and organizations are in a much better position to ask questions like—WHAT? (What is an insight/idea saying to you?); SO WHAT? (Why is this important to you?); and NOW WHAT? (What is the action or next step for you?). Or, when faced with data—WHAT does the data mean? And, HOW can we apply it and make sense of it in such a way that will serve the purpose for which it was intended?

We are dedicated to the study of organization development, leadership, and human resource development for the purpose of bettering the quality of working life for all individuals within their organizations, communities and broader societies. Transformational leadership for the 21st Century requires a whole new skill set, including capabilities such as understanding leadership shaping and process roles, core learning disciplines, the deep learning cycle, participant-centered learning processes, process observation and consultation, different typologies of questions and their functions, preparation and conduct of team learning sessions, and continuous self-development and commitment to the essential qualities of questioning, listening, and responding.

Transformational leaders bring vision, integrity, authenticity, expertise, compassion and commitment to a higher purpose that moves others to new ways of thinking and action. Unlike other leaders, transformational leaders move people from a limited view of identity into a larger understanding of who they are as individuals, groups and organizations. Transformational leaders continually grow and expand as human beings, personally and professionally, never satisfied with the status quo.

Transformational leadership must be practiced as a learning discipline, to become a lifelong learner on a never-ending journey or developmental path. The discipline represents a body of techniques, methods, and processes, based on underlying theories or understanding that must be studied, mastered and put into practice. As one develops proficiency and mastery, leadership capacity develops; there is a greater sense of trust, care, respect, and ownership; and one gradually acquires new and innovative ways of looking at the organization, team, or the world around them.

To make effective change take place, leaders must find better ways of tapping into the rhythm of presence, dialogue, action, and reflection; this involves not only time to think, but time for different types of thought and collective discussion. Most high performing teams, for example, have found this type of rhythm, usually led by a skillful leader, or in sports, a coach who realizes the importance of these phenomena and its positive outcomes. We continually strive to maintain this type of stimulating, reflective atmosphere.

Leadership principles are closely tied to the reality in which leaders must lead. This includes traditional modes of professional functioning such as recipient, listener; expert, solution provider; structured group process coordinator; teacher, skill developer; data gatherer; challenger; and collaborator/team member.

However, the context of leading in today’s world extends beyond general, traditional theories to such transformational characteristics as being a strong role model and mentor, demonstrating integrity and building trust, putting the needs of others above your own, listening more than talking, encouraging creativity and ingenuity, and leading with value-driven goals.

We prefer to organize conceptually around activities representing Communities of Practice, structured experiences and processes that leverage our network of students, facilitators, and practitioners.  The purpose of these Communities of Practice is to enhance individual and organizational capacity to innovate and to impact meaningful professional development opportunities for those served, in affiliation with each other. In most instances, this requires working at organizational boundaries where conditions are more conducive to generative thinking, posing questions and discussion that invite creativity and exploration.

One of our basic assumptions is that the information and knowledge we need are available to us as a collective body. The way we interact with one another as a Community of Practice, on the practice field, is based on focusing on what really matters to you; listening together for patterns, insights, and connections; collecting and linking ideas; and slowing down in order to have time to reflect.

The Community of Practice concept is flexible and adapts to many different circumstances. When these guidelines are used in combination, they foster collaborative dialogue and construct possibilities for action. This is achieved by clarifying purpose, positively challenging assumptions, creating a safe place for taking risks, encouraging everyone’s contribution, connecting diverse perspectives, and listening for insights and sharing discoveries.