Pelevation RoundTables for Experienced Managers enable participants to re-frame and re-orient towards their most pressing managerial challenges and opportunities. The focus is principally on these challenges and opportunities and the personal capacities of each participant.

 

An iteration of Pelevation programmes may focus on a specific theme deemed relevant. Examples might be ’social inclusiveness’, ‘innovation’, ‘one planet business’. It may include participants from several organisations, a few, or just one. A programme for one organisation may focus on organisational goals such as entering a new market, process improvements or culture change. 

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Pelevation programmes may include some theoretical input where relevant to the theme and to the challenges and opportunities presented by participants. However, this is unlikely to exceed 20% of the scheduled time because our emphasis is on peer learning, discovery and creation. 

 

Pelevation RoundTables for Experienced Managers bring diversity and diverse perspectives to contemporary managerial work, and aim to increase inclusiveness and access to managerial authority. So facilitators and faculty should be well versed in peer learning approaches and values, and staff teams should be formed with respect to, and enhancing, equity, diversity, and inclusion.

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The following is a list of core criteria:      

• ‘Use work, not make work’: Focus on real current challenges and opportunities at work.

• ‘5 mindsets’: the schedule and methods are designed to work on these challenges and opportunities in reflective, analytical, collaborative, worldly and action mindsets.·       

• Learning amongst peers takes place in pairs, triads, small groups and plenary, and through various activities designed specifically for the aims of the programme

• When programmes are run with everyone physically present in the same space, seating should be around tables in a flat room (not a tiered amphitheatre). On-line programmes make use of many ways to engage meaningful amongst participants in both synchronous and asynchronous sessions.   

• Reflection on experience - including inner, personal thoughts and intuitions as well as experience from managerial practice and group processes - is woven thought the programme and in frequent (at least daily) substantial ‘reflection’ sessions.       

• ‘50/50 rule’. Any formal teaching should include 50% of the time on issues raised by participants, relating to their current managerial challenges.   

• Observing and listening are crucial to appreciating how management is accomplished. Pelevation programmes include  'shadowing' leaders or sustained observation of managed operations.       

• Attention to the cognitive and emotional aspects of managerial work via ‘attentive listening’ to facts and feelings.·       

• Structured group discussion, analysis and interpretation of the challenges and opportunities faced by participants. Methods include CoachingOurselves, Friendly Consulting, drawing and sculpting.