MAOL Principle Designer, Mel Toomey believes we need leaders who develop people with the same acuity with which they develop the business of their organization. He discusses leadership as an art form available to all of us. Mel says in MAOL we can acquire in 18 months what normally takes 10-15 years of on-the-job experience to develop.
MAOL Consulting Faculty - Center for Leadership Studies, Al Bhatt has noticed that MAOL candidates consistently create significant results for their organizations. He discusses how, through leadership, we can recognize how change emerges in a system and then, instead of applying a formula, find innovative ways to navigate change.
Brent Robertson says that when you see things from an MAOL perspective, it changes the way you fundamentally think. He shares his discovery in the MAOL as one of unlearning traditional, rigid conventions and empowering organizations to develop new ways of thinking.
In 2011, CBIA presented "The Leadership Dialogues," a series of conversations about change that is often missing in today's organizations. The conversations explored dimensions of change and what's required of business leaders to create a robust and more sustainable future.The forum and workshops featured Mel Toomey, Joyce Dowdall, Brent Robertson and Al Bhatt, active practitioners and advisors to C-level management in organizations that include Facebook, Pfizer, IBM, Phillips, Oral-B, Novartis, Energizer, Procter & Gamble, Merck, Build-A-Bear Workshop, Charles Schwab, Deutsch Bank and many innovative small businesses.


This week Pam speaks with Wendy Appel, The Enneagram Specialist about her book InsideOut Enneagram plus8. Suzanne Radford and her co-host Richard Manson of DUBAI EYE FM RADIO 103.8 find out what it takes to become a leader. Interview with Wendy Appel about her book InsideOut Enneagram.
Workplace expert Al Bhatt says our places of employment should be made up of jazz bands, rather than a marching band.

Bhatt’s done consulting work for big companies like Facebook, Siemens, American Express, and State Farm Insurance.
I was honored to host a conversation recently with Mel Toomey, Brent Robertson, Wendy Appel, and Al Bhatt about their reactions to two of my recent blog series, Character and Presence and Cultivating Character. Given that each is a seasoned change practitioner, I was sure the exchange would be intriguing and thought provoking, and that proved to be the case. I was also confident the dialogue would be compelling because these are colleagues and friends, so I’m used to the kind of lively discussions that ensue whenever there is an excuse for us to converge around a topic of mutual interest. The five of us have a common frame of reference in that we are all associates at the Center for Leadership Studies (CLS).
The Five Transformations, Why 21st Century Business is More About Sensing Than Making Sense
Suzanne Radford and her co-host Richard Manson find out what it takes to become a leader:

Interview with Wendy Appel  Dubai Eye is The leading English talk station in the UAE. Dubai Eye sets the agenda every morning with its award winning flagshipshow The Business Breakfast, featuring high profile guests and generating discussion on the issues that matter.  Dubai Eye has been multi-award winning since its launch to include International Radio Conference Breakfast Show of the Year.
Enjoy my interview with Wendy Appel, author of the new Enneagram leadership book, InsideOut Enneagram. This book is based on Wendy’s experience  introducing and working with the Enneagram in companies globally.


As business people, we were raised in an era of Answers and Expertise, of Control and Predictability. While these elements will retain some level of importance in the future, they will simply no longer be enough. The advent of the Age of Access is rapidly transforming the fundamental rules of the game in ways that seem incomprehensible, if not outright ridiculous, from the perspective of the Industrial Era. The first in a series of small format books designed to help you see your world through completely different filters, The Triple-Soy Decaf-Latte Era has been called a ‘mini-MBA for the 21st Century’. With a short but compelling set of distinctions about our habitual understanding of business and how that understanding is being turned inside out, this work invites you to reconsider the very nature of your organization, and your role as a leader.
The Future of Business Lies in Seizing the Unpredictable
There is a stream of influence much more powerful than any of the terms change practitioners use, or procedures we deploy. Underneath what we do is who we are, and it is here where our optimum impact resides. Of all the things we draw on to create leverage for our clients, our true nature is our greatest asset. Only when we can stay centered on this and see it as core to the value we provide will we be able to live up to our full potential and help others do the same.
In this series, Daryl explores the “who we are” side of being a facilitator of organizational change.
This group of postings follows Daryl’s series on Character and Presence. He feels strongly that our “character/presence package” affects clients, as well as the overall results we all want to achieve in our work. It is the heart of who we really are as change practitioners. In this series, Daryl explores how we can cultivate our character to increase the impact our presence has with clients.
Enneagram expert Wendy Appel has penned a highly accessible and application-oriented book on self-leadership, using the Enneagram as the framework.
InsideOut Enneagram: The Game-Changing Guide for Leaders will guide you to change the way you see and think and the way you show up as a leader.

It will decode the Enneagram, an ancient system relevant for modern times, to shine light on your strengths and challenges, and the often unconscious habits and motivations that drive you and others.

It will allow the best of you to emerge as a leader that others trust and are inspired to follow. InsideOut is rich resource with an integrated approach to developing your leadership mastery. You’ll find relevant case studies, tools, and practices, woven into a tapestry of ideas that will provide insights into what makes you and other’s tick and how to shift your patterns.

InsideOut was written for those who want to augment strength, courage, and success, and who may take a lead in the future.
Throughout history, many thinkers have devoted themselves to the task of classifying mankind’s vast array of personality attributes into distinctive types. The use of the enneagram is one such theory that has gained credence in recent years. It is a system that identifies nine precise personality categories. These range from Type One (the perfectionist), to Type Five (the detached observer) through to Type Eight (the boss) or Type Nine (the peacemaker). For the record, this writer has been designated a Type Six (the loyal sceptic).
Joseph Campbell was possibly the greatest mythologist of our time. In this series, Daryl uses Campbell’s Hero’s Journey archetype to help us learn how our own heroic odyssey can make us better practitioners
Professional change facilitators take on many roles: SME, educator, counselor, philosopher, etc. One that is among the most important in our profession, in Daryl’s opinion, but not used nearly as much as it should be, is the role of provocateur. Unlike an “agitator” who intentionally stirs up trouble or a “pacifier” who seeks tranquility at all costs, the provocateur focuses on helping clients recognize, acknowledge, and take action on the various “sticky issues” that inevitably arise when the status quo is disrupted. In this series, Daryl describes the role and discusses how and when to apply it.
In this series, Daryl explores what he believes is largely behind the shortage of courage and discipline within our professional community of change practitioners—why many of us lack the confidence to express the conviction we have for the approaches we use. In addition, he offers ways we can take a more authoritative stance with clients when we advocate for utilizing our chosen methodologies—as they were intended to be applied.
Many challenges and roadblocks hinder the successful execution of major change, but few rival the obstructive power unleashed when people act as—or allow themselves to be treated as—victims. Victimization is a disease that destroys the confidence a person needs to sustain a transformative journey, and it has reached epidemic proportions among not only targets, but sponsors and agents as well. In this series, Daryl discusses the basics of the disease, how it breeds in work environments, how change exacerbates the syndrome, and how we can limit victim tendencies in ourselves and others.
This blog series is intended to stir your thinking about how you use your change facilitation expertise. More than that, Daryl hopes it opens a dialogue between you and other change practitioner colleagues, so you can learn more about each other’s larger aspirations (or intentions to move in that direction). When we “go on record” with others about what we are up to, it can have a galvanizing effect on our efforts…solidifying and strengthening our resolve.
As change practitioners, we spend a lot of time refining what we do and how we do it. In the process, however, we should be careful not to lose sight of the “why” of our work. Why are we so motivated—some of us even driven—to engage in this occupation? Without a solid understanding of why we do what we do, there is no passion—no soul in the work. In this series, Daryl explores why he feels it is so important to be in the change business. He also talks about changes that matter—those undertakings that could make a significant, positive difference in the quality of life (and even protect life itself) if only they could be fully realized.
This is an excerpt from an Article in the July 2012 issue of Finance ME (Middle East), the finance magazine for SMEs in the GCC.
Learn why reducing risk is a benefit to the organization and treating uncertainty as
risk will reduce the potential for creation and innovation. The challenge is to recognize risk and uncertainty for what they are, and to measure each: risk through assessment, and uncertainty through evaluation.
Learn about a virtuous cycle’s feedback loop empowers coworkers,the boss, and the organization  by acknowledging their contributions and appreciating their commitments.
How come we know feedback and coaching are important, yet most companies don’t do them well. Seventy-three percent of executives view feedback and coaching as important, but only 30 percent rate their company good at providing them. Sixty percent strongly value being mentored, but only 25 percent are content with their mentoring.
Learn why breakthroughs can be illusive. A close look a the nature of breakthrough reveals one reason rooted in a common misinterpretation of breakdowns. That is they are seen as negative, and believed to reflect poorly on the competence of the people involved. Not so. Breakdowns are at the source of breakthroughs.
Many of us were raised with the Golden Rule: “Do unto others as you would have others do unto you.” However, in communication, don’t treat people like you want to be treated, unless they are in fact like you.
Find out why knowing the difference between tactical and strategic decisions is important. Understand how to use alignment—learn why alignment is good enough to get teams into action even in the face of no agreement.
Learn why the cycles and work to be done during transitions of all kinds, personal, organizational and professional need to be better understood.
Given leadership and management both have a role to play in executing and integrating change, how did it happen that the human element in change has become so devalued?