Maxime Fern has delivered Adaptive Leadership programs for CLA in the Middle East and South East Asia and for Harvard University’s John F Kennedy School of Government in the Middle East and Europe. She is visiting faculty at the JFK School in its Adaptive Leadership programs, ‘The Art and Practice of Leadership Education’ and ‘Leadership in the 21st Century.’
Maxime draws on 25 years consulting intervention experience across the government, business, education and science sectors in Australasia, Asia, Europe and the United States to develop adaptive leadership capability and coach for breakthrough progress. She is particularly known for her contribution to complex collaborations drawing together significant but disparate organisations. Her work in a highly successful 2 year national project created working relationships between police, health and education workers to combat illicit drug use. She has a reputation for holding executive teams to difficult conversations as they face significant strategic challenges.
Maxime has a BA in Psychology from the Australian National University, and a Master of Education from the University of Canberra. She is a registered psychologist and an Executive Director of Vantage Point Consulting, a small vibrant leadership education company in Australia. She is called on to coach at Board, CEO, Departmental Secretary and Ministerial levels. Her work ranges from year long intensive leadership programs to team and short interventions.
Avoiding sharks while snorkelling and diving is a major preoccupation for Maxime.
Maxime consults to business and government in Australia, Europe, SE Asia
The CLA logo honors the challenge that exercising true leadership entails.
The large dot in the center represents an opportunity for change, what we call an adaptive challenge. It is surrounded by the individuals and coalitions, represented by the small purple dots, which have a stake in tackling—or avoiding—the problem you face.
Individuals representing divergent views, yet actively engaged in working on the challenge “in the room,” are depicted in the inner circle. These outside dots represent constituents and their specific loyalties, values, and losses that will be affected when a progress is taken toward an adaptive challenge. These outside forces, are what those are “inside the room” represent and are managing and whether aware of them or not, the invested constituents can derail a solution.
The leadership opportunity lies in recognizing these competing commitments and helping the various members work through their articulation and potential losses. This adaptive stakeholder analysis needs to involve those both inside and outside the room. Acknowledging what might be lost or may have to be given up to make progress is critical. Without this first step, the loyalties and values to those outside responsibilities can make the Adaptive Challenge intractable.
By understanding the key factions around an Adaptive Challenge, you are more likely to develop strategies for recruiting allies, working with the opposition, and preparing for the casualties of the process. The diagnostic work is to observe the system by seeing the multiple relationships to the issue.
CLA engagements are only delivered by master practitioners.