Blueprint · L · Leadership
Leadership Steward
The Leadership Steward holds the quality of leadership and support in the system. They make sure that people are developed rather than administered and that wellbeing has an architecture rather than a programme.
Effort: 10 to 20 %, depending on the size of the organisation
Outcome
- Everyone in the organisation has access to activating development coaching and support.
- The protected space holds: nothing from coaching or support flows into assessment or measurement.
- The people lifecycle runs as a clear process from recruiting to offboarding.
- Wellbeing has an architecture; culture work runs through structure, formats and repeated practice.
- Purpose and core values are anchored and lived day to day; they are set and ratified in S.
Fields
- People lifecycle
- People administration, employment contracts, on- and offboarding as a process, recruiting.
- Coaching and support
- Activating development coaching, protected space, support through change, conflict resolution and mediation. The coaching work is held by FlowCoaches: core jobs or joblets under this anchor, without any power of assessment.
- Culture and wellbeing
- Wellbeing architecture, community formats, culture work, anchoring and living purpose and core values, health and absence support.
Design and execution
| Field | The Steward designs | Execution sits with |
|---|---|---|
| People lifecycle | Frame of the lifecycle: process standards from entry to exit, recruiting frame (candidate journey, candidate review staffed by proximity, competence and impact) | People lifecycle anchor: people administration, contracts, on- and offboarding; recruiting as a core job below it. The hiring decision is a normative act in S, prepared with input from F |
| Coaching and support | Coaching guardrails: activating development coaching, protected space, freedom from judgement, the conflict boundary (interpersonal issues into support, factual conflicts to the HGD), the improvement interface | Coaching and support anchor, delivered by FlowCoaches: formats and frequency of the offer, choice of method within the activating frame, staffing of the coaching work, quality development, delivery of support and mediation |
| Culture and wellbeing | Frame of the culture and wellbeing architecture: formats, repeated practice, anchoring of purpose and core values | Culture and wellbeing anchor: community formats, culture work, health and absence support (case management, return to work) |
Proposed Anchor Core Jobs
- People lifecycle
- People administration, employment contracts, on- and offboarding as a process, with recruiting as a core job below it. The hiring decision is a normative act in S including the financial check, prepared with input from F, along the process owned by L. Boundaries: professional onboarding sits in M, pay decisions and salary bands in S.
- Coaching and support
- Coaching offer, protected space, support through change, conflict resolution and mediation. The coaching work is held by FlowCoaches without power of assessment. Interpersonal conflict needs support; factual conflict between jobs is resolved by the HGD. The hard separation rule towards S applies here.
- Culture and wellbeing
- Wellbeing as architecture, community formats, culture work, anchoring and living purpose and core values, health and absence support. The normative side of occupational safety sits in S, event logistics with internal services in F.
Powers at design level
- Sets the guardrails, frames and degrees of freedom of their letter; they take effect immediately.
- Holds the veto when a new core job breaks the guardrails.
- Cuts the anchor structure of their letter; new core jobs are created together with governance.
- Chairs the governance review as the second fallback when the Accountability Steward and the Segmentation of Power Steward are the same person and the Flow Steward cannot take it on.
Drift protection
Whoever supports does not judge. Nothing from coaching or support flows into assessment or measurement, and this steward does not turn into classic management, HR administration, a culture campaign or covert evaluation. The only hard rule on combining roles applies here: L and S are never held by the same person. Coaching can be agreed out of a performance improvement programme; the content stays in the protected space. Coach and person present the agreed path and next steps to governance together. Performance is judged on the numbers, never on the coaching.
Competencies
- Coaching architecture
- designs activating development coaching, its guardrails and its limits.
- People lifecycle design
- frames the processes from recruiting to offboarding so that they support rather than administer.
- Culture architecture
- understands culture as an effect of structure, roles and repeated practice and shapes it through formats.
- People diagnostics
- reads people signals, feedback and cultural tension as early indicators, without assessing individuals.
- Development translation
- turns insight from psychology, coaching and team dynamics into effective practice.
Strengths
- Potential orientation
- spots development opportunities in people and teams early.
- Relational ability
- builds trust and connection across roles and areas.
- Reflection
- questions assumptions, effects and patterns and encourages learning.
- Tolerance for ambiguity
- holds tension, uncertainty and conflicting perspectives constructively.
- Courage to give feedback
- names tension and uncomfortable observations openly and constructively.