Ecological Leadership

In these times with major social and economic transformations and developments, there is increasingly urgency for and demand for change. What brought success yesterday, does not bring it today. We live in a rapidly changing world that is characterized by a high degree of uncertainty, ambiguity and complexity. There is an increasing appeal to the agility of individuals and organizations to move organically with the dynamics of the economy, world politics and the climate and company values must be constantly adjusted accordingly.

Ecological Leadership offers a framework, tools and working methods to deal with this. Ecological Leadership is based on the premise that in order to create a healthy future for people, organizations and our planet, it is necessary to develop new mindsets and leadership skills.
Organisations can respond to this by basing their mission, vision and strategy on the ecological impact they want to achieve and by incorporating this into their relationships with relevant stakeholders. In this approach, collaboration is based on the added value that a team, organization or network wants to deliver for their stakeholders and what impact they want to make with it (what is the intention?).

A successful organizational development is based on a realistic assessment of the starting situation. When implementing changes, a lot of energy is often unnecessarily lost due to the so-called resistance to change. The supposed commitment does not appear to be present in everyone, because it is not always asked whether people want to participate in the changes.

In this programme you will gain insight into both the hard business side and the soft people and culture side of effective change. You learn to deal with people and cultural factors’, such as motivation for and resistance to change. And you learn to keep the desired impact in mind when designing the business side. The Values Profiletm, for which you get a license, makes the soft side visible in hard numbers. The Transformatrixtm provides insight into the decisions and interventions to be made in order to subsequently achieve personal and organizational goals.


Where are the answers for the individual?

By starting with the ‘want to’ and motivating people bases on their own value drives instead of starting with ‘can’ or ‘must’, personal and organizational objectives can be achieved in a much easier way. In today’s economy, autonomy, competence, connection, focus and passion are crucial success factors. During this training, these success factors, thanks to the use of proven development tools in practice, are within reach.


Training Ecological Leadership

This training helps change managers, managers, consultants and trainer to lead people in change processes to go through the natural cycle of wanting – being able – allowed – and offers practical tools for this.


Practical, functional and well supervised

Core Commit offers a functional program on how to successfully guide a (culture) change process. In addition to theoretical substantiation, we will practice a lot with the material. You will also receive personal advice and guidance on the process that you are already in or that is coming. In addition, you will receive personal coaching on your personal learning question. We support you with a free Values Profiletm for your team and the interpretation and translation into practice. We carry out this program in nine times two days in a conference center in the middle of the country. The training provides a license for the use of the Values Profiletm. If desired, we can also deliver this training in an in-company package with Values Profilestm.

Target audience

The program is intended for professionals, change agents, managers, executives and advisors who are faced with the task of successfully bringing a change process to a successful conclusion.

Purpose and result

In this training you will learn how to achieve the desired result in terms of attitude and behavior during a culture change, how to get commitment to the change and how to maintain a good relationship with different parties.

Attention is also paid to how you generate management information on which to base your change strategy. For example:

  • What people personally find important;
  • What is going on in the current organization;
  • Where we want to go with the organization and what the desired values are.

Motivation to follow this training

In this programme you will learn to make strategic step-by-step plans that are feasible and implementable within the set time. In addition, you will learn how to ensure ownership of people’s change goals. It is quite a challenge in change processes to connect the personal values of the people with new or changed organizational goals. This allows you to achieve synergy with the various parties.

You will learn how to set up processes and procedures in order, for example, to gain support for the new systems you want to introduce. You will also gain insight into how you keep control over the implementation and compliance with this.

For the organization, it is important that (cultural) change is spoken about in understandable language, in terms that are tangible and transferable. Language that creates clarity about the desired attitude and behavior is essential. This way everyone knows what is expected of him and who is responsible for what. You will also gain insights into how these expectations can be translated into the workplace. As a result, people know what is expected of them, change produces less resistance and it is experienced more as a natural process of moving along. This not only ensures clarity, but also approachability and that accountability can be given.

Extensive attention is paid to achieving the desired (hard and soft) KPIs

  • Maintain sales and increase profits;
  • Be efficient and effective, and optimally manage the customer base;
  • Control the workload and determine a good distribution of the work key;
  • Prevent absenteeism and turnover by lowering resistance and misunderstanding;
  • (Re)formulate mission, vision and strategic goals and implement them within the deadlines;
  • Maintain product quality as efficacy during the change;
  • Achieving customer and employee satisfaction;
  • Sustainable result securing the change in the organization;
  • Meet safety and quality requirements.

Content and topics

Part 1: Basic. Modules 1, 2 and 3

Module 1: Frameworks around change

  • Context of the change;
  • Basic Principles of Ecological Leadership
  • Consequences of the change for interests, needs and expectations;
  • Your own change case;
  • Your own role as a change agent;
  • Background of the change approach of the Values Profiletm (Graves’ theory);
  • Your own change approach (based on Graves‘ Values Profile);
  • Change assignment and goal formulation.



  • Deepening your knowledge of the theory and backgrounds of Ecological Leadershiptmand the Values Profile tm based on it;
  • Be able to coach someone based on their Personal Values Profiletm;
  • Insight into the background of the change approach;
  • Insight into your own guidance needs.


Module 2: The starting point: the current situation (IST)

  • Making a motivation analysis based on the ideas of C.W. Graves;
  • Interpret a Team and Organization Values Profiletm;
  • Finding and naming passion and talents in the organization;
  • Conduct stakeholder and interest analysis;
  • Be prepared for resistances and how to prevent or refram them.



  • Insight into the current situation of the customer system;
  • Be able to interpret a Team Values Profiletmin various contexts;
  • Insight into the force field of the customer system.


 Module 3: The direction: the desired situation (SOLL)

  • Describing the desired situation;
  • Coloring the desired organizational goals with the help of value systems;
  • Getting commitment on track, creating ownership of goals;
  • Making the change in attitude and behaviour tangible;
  • Formulate learning objectives for those involved in the change process.



  • Being able to speak the language of different value systems;
  • Strategy definition or recalibration;
  • Be able to name the customer’s mission, vision and values in terms of value drives, value systems and values;
  • Creating support for change.


Part 2: Transformatrixtm, application in your own practice. Modules 4, 5 and 6

Module 4: System Dynamics

Recognizing the dysfunctional patterns in the organization.
The system dynamics of the value systems of C.W. Graves.
Which systemic context is leading for the customer’s issue.
Predicting and preparing for the resistances in the change process.
The dark side of the different value drives and value systems.
How to deal with ineffective patterns of the current organization that turn against you. You do mini setups per value system.


  • Be able to reduce complex patterns to simple dynamics.
  • Clear awareness of the system dynamics at the customer organization.
  • Being able to stay afloat under pressure.


Module 5: The universal transformation themes and the Transformatrixtm

Recognizing the seven universal transformation themes.
How to determine what someone’s theme is.
How to determine what the theme of a group or organizational unit is.
How you can create a new balance with the Transformatrixtm.



  • Insight into the axis transformation themes of the Transformatrixtm.
  • Overview of the entire Transformatrixtm.
  • Understanding of the pressure points that give an indication for diagnosis with the Transformatrixtm.
  • Determining a successful change strategy.


Module 6: Making a change plan, Organizational Science, Systems Theory and Assurance

  • How to set up the change process;
  • Making a stakeholder analysis and an organizational constellation thereof;
  • When to involve whom in the change process;
  • Overview of change management models;
  • Ecological Leadership, vision on new style of leadership for the current era;
  • The Transformatrixtm: designing interventions based on strategies that have proven effective in similar situations;
  • Right and wrong sequences in change processes;
  • Basic organisational knowledge (from a professional and commercial perspective);
  • Insight into how the responsibilities are arranged and where the decision-making power lies;
  • How the results of a change process can be guaranteed;
  • Embedding the ideas of C.W. Graves and Spiral Dynamics in organizational science;
  • Comparison with other organizational models;
  • The concept of values in psychology and organizational science;
  • Other Change-Management approaches and tools on the market;
  • Difference between typologies and development models;
  • The unique selling points (USPs) of the Values and Work Behavior Profiletm.



  • Knowledge of change management models, organizational science and systems theory;
  • Clear frameworks and knowledge of the organizational context within which the instruments can be applied;
  • The ability to reduce complex problems to simple issues;
  • Insight into the systems of the organization and the way in which the results of a change process can be guaranteed;
  • Anchoring a successful project;
  • Increase the impact by upscaling (how does an ‘assignment chain’ arise?).;
  • How do I get to the next level, what intervention do I use, from what position do I do that and what do I say there?;
  • Feed results back to other levels and staff departments in the organization.

Part 3: Deepening and causing big. Modules 7, 8 and 9

Module 7: Implementing: Team coaching, working methods and results

  • Focus on individuals and teams;
  • Minimize resistance by entering it at an early stage;
  • Providing a one- or two-day team coaching based on the Values Profiletm;
  • Working with work/learning conferences, values dialogue mapstm, vision boarding, contextual feedback frameworks, large mind maps, kick-off sessions, C.W. Graves experiential sessions;
  • Create a system of values and norms of behaviour with a team (with examples from various sectors);
  • Guiding individuals and teams in change processes;
  • Making the translation to the workplace of the employee.



  • Up-to-date knowledge of all application areas of the instruments;
  • Knowledge and skills about workshop formats that can be used effectively in your own assignments;
  • A tool to properly assess ‘the force field at the customer’.


Module 8: Increasing your commercial impact

  • Clear frameworks and knowledge of the organizational context within which the instruments can be applied;
  • Reduce complex problems to simple issues;
  • Define who you are and what you do as a professional and organization;
  • What the trends are in the market segment in which you are active;
  • How changes such as the crisis, social media, sustainability and the new way of working affect your way of working;
  • What role Ecological Leadership and the instruments can play in this;
  • How to build Ecological Leadership and how to use the instruments in your working method;
  • How to get a good inventory of the information in a first conversation to be able to make a quotation;
  • Make a link in the quotation to mission, vision, strategy and goals;
  • How to formulate a contract and/or project assignment and what that means for the best efforts obligation or result obligation;
  • What the role of the customer is in achieving the result;
  • How and which customer relationships you want and can build and expand;
  • Create scripts and context for holding conversations with potential customers;
  • Create your own elevator pitch;
  • Questioning techniques to uncover the responsibilities of your conversation partner
  • How to make effective use of technology, social media and social networks.



  • Increased effectiveness by integrating the instruments into your marketing mentality and working method;
  • Strengthening your entrepreneurship through clear profiling of your business concept;
  • Increasing your impact, commercial strength and results.


Module 9: Integration, Certification and safeguarding the lessons learned


  • Presentation of one’s own case and personal ‘lessons learned’;
  • Discuss contributions to the benchmark of successful change;
  • Knowing when change is successful;
  • How to ensure success in the systems of the organization;
  • Description of new work processes and making them transferable and knowing when you no longer have to pay attention to them
  • Certification with the GAFEL Master-in-Change-Management certificate.


in English this is an online-program.

The training is carried out by two trainers, Egbert Kinds and Yvon Hoendervoogt, possibly supported by a co-trainer and/or coach.


Costs: € 4950,00 including 15 Values Profiles