What is Systemic Consulting?

What do we mean by Systemic Consulting?

Systemic consulting is an approach that views individuals, teams, and organizations as interconnected systems rather than isolated parts. In learning, training, and coaching, this means focusing not just on individual skills but on how leaders interact, make decisions, and influence their teams and environments. Unlike traditional teaching methods that rely on top-down instruction, systemic consulting emphasizes collaboration, reflection, and real-world problem-solving to create deeper, more applicable learning experiences.

A key principle of systemic consulting is action-oriented learning, where leaders actively engage in discussions, case studies, and real-time challenges rather than passively absorbing information. This fosters sustainable change by ensuring that learning is directly applied to workplace realities. Instead of offering predefined solutions, systemic consulting values the wisdom of the group, encouraging participants to ask powerful questions that drive insight and innovation—aligning with the idea that the right questions lead to better answers (Schein, 2013).

As a consultant I believe that true leadership development goes beyond generic best practices—it requires co-creating solutions that fit the unique challenges of each leader and organization. My systemic approach ensures that learning is dynamic, reflective, and directly applicable to real-world situations. Rather than simply providing answers, I guide leaders to ask the right questions, leverage the wisdom of the group, and engage in action-oriented learning. This method fosters deep, sustainable transformation, empowering leaders to navigate complexity, drive meaningful change, and build a culture of continuous growth.

“Tell me and I forget, teach me and I may remember, involve me and I learn.”

— Benjamin Franklin

“The wise leader doesn’t give answers but helps others discover their own.”

— Adapted from Lao Tzu

Recommended Literature:

1. Schein, E. H. (2013). “Humble Inquiry: The Gentle Art of Asking Instead of Telling”. Berrett-Koehler Publishers.

2. Kolb, D. A. (1984). “Experiential Learning: Experience as the Source of Learning and Development.” Prentice Hall.

3. Argyris, C., & Schön, D. A. (1978). “Organizational Learning: A Theory of Action Perspective.” Addison-Wesley.

4. Lencioni, P. (2002). “The Five Dysfunctions of a Team: A Leadership Fable.” Jossey-Bass.