Engagements
Begin with the situation rather than the format. Some situations call for an appointment, some for inquiry, some for organisational work — and some for the restraint not to intervene yet.
Recognise the situation
A decision, transition or responsibility carried by one leadership group, where the answer is not yet obvious and pressure to act is overtaking the quality of judgement.
Executive Dialogue →
Where the same dynamic recurs across a leadership group — trust, expectations, power or interaction — and the need is shared understanding rather than a decision.
Leadership Conversations · Leadership Expedition →
Where structures, incentives, governance or culture may be shaping behaviour more than intent does.
Organizational Orientation Dynamics →
Where an audience would gain more from genuine disagreement than from polished consensus.
Leadership Panel Debate →
Where the appointment has to work inside a particular organisation, and continuity matters beyond the vacancy.
Executive Search · Succession & Board Advisory →
Where leaders need orientation before action, and the conditions beneath performance are worth examining first.
Organisational Value Programme →
If none of these quite fits, describe the situation in your own words. Understanding the question is often part of the work.
Not ready to define an engagement? You can work with the situation first, on your own, in Leadership Companion.
Ways of working
These engagements draw on CURRENT, executive practice and more than three decades of work with leaders, teams and organisations.
They are not a service catalogue to choose from. They are different ways of working when a situation calls for outside perspective, inquiry or intervention — and each is shaped around the condition it meets.
Appointments and organisational capability
01
10 – 16 weeks
SAXSKIOLD Executive Search
A mandated search for leadership at board, executive and senior level — mapped against the organisation the appointment has to work inside, not against a generic profile.
Full engagement page →02
6 – 12 weeks
SAXSKIOLD Organisational Value Programme (OVP)
A board-level examination of the conditions beneath performance — how leadership, organisation, technology, capability and strategic execution work together in practice, and where value is flowing, constrained or quietly lost.
Use this when a significant transformation, strategic programme or major change is being considered or committed, and leadership needs to know whether the organisation can actually carry it.
Full engagement page →03
Flexible · Modular to fully outsourced
SAXSKIOLD Recruitment & RPO
Flexible recruitment capacity — from modular process support to a fully outsourced talent acquisition function, integrated with the client's organisation, processes and employer brand.
Full engagement page →04
Long-horizon advisory
SAXSKIOLD Succession & Board Advisory
Confidential work with owners, chairs and boards to strengthen leadership continuity, succession readiness and the composition of executive and board teams — over years, not vacancies.
Full engagement page →05
2 – 5 weeks
SAXSKIOLD Leadership Assessment
Evidence-based assessment of person, role and organisation when a candidate is already identified — readiness, fit, risk and the conditions for success, using the assessment discipline of the search without running one.
Use this when you already have a person in view and need evidence on readiness, fit, risk and the conditions for success before making an important leadership decision.
Full engagement page →Leadership, relational and organisational inquiry
Each can be read in brief below, or opened in full. Each also carries its own relationship to CURRENT — what the thinking specifically contributes to that form of work.
At a glance
The order describes depth of attention. Each engagement can be entered directly.
I
Encounter
Leadership Panel Debate
A contested question
60 – 90 min
II
Dialogue
Leadership Conversations
A shared leadership pattern
90 – 120 min
III
Application
Executive Dialogue
A live leadership situation
Half – full day
IV
Immersion
Leadership Expedition
Leadership behaviour in changing conditions
2 – 4 days
V
Organisational sensing
Organizational Orientation Dynamics
The organisation
Multi-week
I
Encounter
A contested question. Different voices. In public.
When an important leadership question deserves to be argued from more than one position.
A facilitated debate on a contested leadership question, held in a public, semi-public or conference setting. CURRENT provides the frame, not the conclusion. Competing perspectives are deliberately welcomed, and the audience is drawn in where that sharpens the argument.
CURRENT keeps a contested question open long enough to be seen from more than one position — competing interpretations are treated as evidence rather than noise, and Orientation Points make visible what each voice is actually orienting by.
II
Dialogue
Your experience. Other perspectives. In dialogue.
When a leadership group needs to understand something it keeps living through — before anyone prescribes action.
Use this when a leadership group needs to examine a shared pattern, experience or question together, and no single decision is owed in the room.
A facilitated, fireside-style conversation for a leadership group examining a shared pattern, experience or question. The setting is intimate and participative — less formal than a workshop, more structured than an open discussion — and participants’ own experience is the material. Interpretations may differ; the work is to see the pattern clearly together, not to agree about it.
CURRENT shifts attention from the individuals alone to what is being produced between them — expectations, participation, vulnerability, power and the relational patterns that keep returning. Resonance describes what a room is actually organising itself around.
III
Application
Think together before deciding together.
When a leadership team is carrying a real situation that keeps returning.
Use this when one important decision or issue keeps returning, and the executive group needs to test whether it is reading the situation correctly before acting.
A SAXSKIOLD engagement conducted through CURRENT thinking: a confidential executive working session centred on a real organisational condition — not a generic case, and not a leadership programme. The team brings the situation. CURRENT provides a disciplined way of staying with it long enough to see it more clearly.
CURRENT contributes a way of working with judgement before action — distinguishing what can be controlled from what requires orientation, and using Stay · Sense · Shape to remain with a situation long enough to see it more clearly. Restraint counts as a decision.
IV
Immersion
Leadership becomes visible when the conditions change.
When behaviour under uncertainty is discussed far more often than it is observed.
Use this when leadership behaviour under uncertainty needs to be observed directly, rather than reconstructed through interviews, self-report or retrospective reflection.
An immersive offsite engagement in which leadership is explored under conditions of movement, dependence and uncertainty. The terrain is not merely scenery — changing conditions become part of what the team encounters.
CURRENT treats behaviour under changing conditions as the material. Stay · Sense · Shape is practised where it is hardest to perform — in movement, dependence and uncertainty — so orientation, agency and informal leadership become observable rather than described.
V
Organisational sensing
Flagship organisational engagement
See how the organisation is actually orienting itself.
When the formal strategy is clear, but the organisation is moving by other signals.
Use this when recurring organisational behaviour suggests that structures, incentives, governance, decision rights or informal authority may be shaping performance more than individuals are.
An organisational sensing engagement, sponsored at leadership level. It explores the people, signals, relationships and patterns around which an organisation is actually organising itself. The purpose is not a culture score; it is to make orientation visible.
Typically multi-week · Leadership-sponsored · Scope shaped around the organisational question
CURRENT helps distinguish behaviour from the conditions producing it. Structures, incentives, governance and recurring organisational patterns are examined before the issue is treated as a problem with individual people — and Downstream Responsibility keeps in view what leadership signals become further out in the organisation.
Organizational Orientation Dynamics can be entered directly as a standalone organisational engagement. Scope is established after an initial conversation rather than prescribed in advance.
The thinking beneath the work
CURRENT is an independent body of thinking and practice — a book, a Companion, a study environment and a growing set of ideas about living and leading in motion. SAXSKIOLD is one professional context in which it is put to work.
What it contributes changes with the situation: judgement before action in leadership work; what is produced between people in relational work; the conditions producing behaviour in organisational work.
Before you write
An inquiry is simply the start of a conversation. Here is what happens next.
Your inquiry comes directly to SAXSKIOLD. I will first consider the situation you describe, whether I can add meaningful value, and whether an initial conversation is the right next step.
If it is, we arrange a short conversation to understand the situation more fully before discussing any possible engagement.
Normally within one to two business days.
If the matter is time-sensitive, say so in your message and I will take that into account.
Yes.
Inquiries and initial conversations are treated as confidential. Nothing you share is passed on, published, or used as a client reference without your explicit agreement.
You do not need to prepare a formal brief.
A few lines describing the situation; what appears difficult or unresolved; who or what is affected; and what has made you consider outside perspective are usually enough to begin.
Incomplete situations are welcome. Understanding the question is often part of the work.
No.
An inquiry and an initial conversation carry no obligation to proceed.
Sometimes the conversation identifies a meaningful piece of work. Sometimes it clarifies that another route would be better. Both are useful outcomes.
Next in SAXSKIOLD
Read how a mandate-led search is framed, explored and evaluated.
