A collage of photos showing participants working in one of TACO's learning programs.
Where we thrive

We help teams identify and solve deeply rooted leadership and culture problems within the ‘intention vs. impact gap', where the underlying causes of project failures, human suffering, and meaningful change exist.

More specifically, we help teams to cultivate new levels of awareness and skill for successfully navigating power dynamics, systemic forces, and human behaviours - inside (and outside) of the workplace.

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Our transformational impact model

Today’s leadership and culture models focus more on the symptomatic pain points of work such as engagement, satisfaction, and confidence. This results in decision-making that is based on the assumptions and perspectives of a few (usually the leaders themselves).

Our Transformational Impact Model offers a different lens which focuses more on the systemic, relational, and transformational aspects of work-life. Borne from a human-centred and systems-conscious framework, our model places the right use of power and ethical leadership as core drivers of truly meaningful experiences.

The Ally Co's transformational impact modelThe Ally Co's transformational impact model
The Ally Co's transformational impact modelThe Ally Co's transformational impact model

A model for understanding power, systems, and behaviours on teams

Our model (which will continue to evolve) acknowledges the unique systems of each team and/or organization, while also acknowledging the needs, values, and goals of the individuals and collectives who exist inside (and outside) of them.

Focusing on a core set of underlying drivers and indicators, we help teams to cultivate new levels of awareness and skill so they can create deeper levels of connection, alignment, and impact together.

We help create leaderful teams.

Right use of power

The ability to use power in a positive way to affect (or prevent) change.

As human beings, we regularly find ourselves in competition when it comes to getting our needs met, or our priorities to the 'top of the list'. Sometimes, this manifests into outright conflict if the stakes are high enough. Either way, the underlying dynamics and forces at play in all our interactions with others is the phenomenon of power.

Unfortunately, many of us do not have the awareness, skills, tools and resources, and sometimes the willingness to navigate the complexity of (the many) power dynamics we find ourselves in. So, we lean on old habits and behaviours, coping strategies, and tricks/short cuts we have picked up along the way.

At The Ally Co., our work with teams is aimed at helping people to gain a deeper understanding of their power (e.g., what it is, how we get it, how to use it with skill and wisdom, etc.), for the sake of meaningful connection and purposeful impact in our lives.

Ethical leadership

The ability to use of power, values, communication, and safety to create meaningful connection and positive impact.

Being an ethical leader in the ever-evolving world of work, requires a level of awareness and ability to activate the right competencies, move people meaningfully, and create positive impact.

Increasing the level of 'leaderful-ness' on teams, nourishes the development of values-based and inclusive workplaces where people consciously use their power for meaningful connection and positive impact.

Our work is not about where someone is positioned on the organizational chart, but about how they take responsibility for the impact they create with their power.

Conscious communication

The ability to operationalize of power and leadership through deep listening, meaningful dialogue, and purposeful direction.

Developing and maintaining open, safe, and fulfilling relationships is an essential skill for human-centred and systems-conscious leaders.

Our work aims to increase awareness and to develop skill through the exploration of existing communication challenges/opportunities and the introduction of helpful tools and strategies.

Cultural connection

The ability to meaningfully connect and align needs, values, and hopes/fears across varying levels of system (the individual, team and larger collective).

You might have heard of (likely experienced) the “great resignation or reset”. We align more with the reframing of this movement as the “great realignment”. People have been experiencing and living through a global pandemic in their own way which has led to many of them making conscious choices to align their work with what is most meaningful to them.

Our work is aimed at (re)connecting people, both individually and collectively, to a shared set of cultural foundations (e.g., core values, purpose, vision). This work is also about connecting people to themselves and with each other. Meaningfully connected teams are more resilient, adaptive, and trusting.

Healthy conflict

The ability to navigate conflict and tension in a way that creates understanding, connection, and other positive outcomes.

The highest-performing teams embrace tension and conflict and use them in productive and healthy ways.

Our work explores four different types of conflict to help individuals and teams to cultivate the awareness, skill, and willingness to activate the benefits of healthy tension and conflict (think collaboration, innovation, adaptive capacity, and more).

Prioritized well-being

The ability to improve well-being through the setting and holding of healthy boundaries.

When people are burnt out, overwhelmed, and/or frustrated, nothing else can matter. A team’s well-being - at work, at home, or in the community - is a key indicator of the impact that leadership and power dynamics are having on them.

Our work aims to locate the most meaningful actions that your leadership can take to create integrated, sustainable, and healthy habits for themselves and for their teams (e.g., rituals, boundaries, non-negotiables).

Adaptive capacity

One of the highest levels and indicators of leaderful teams, adaptive capacity is the ability to respond to change in ways that enable individuals and collectives to continue to thrive.

Adaptive teams face less friction and require less force when responding to change over longer periods of time. They demonstrate the awareness, skill, and willingness to respond to and shape meaningful opportunities.

Our work aims to help participants clearly articulate, challenge, and shift their thinking when it comes systems, strategies, leadership, ways of working, and more.

Questions? Thoughts? Feedback? Whatever it is, we would love to hear from you!