In 2015, the United Nations Sustainable Development Goals (SDGs) were created as a blueprint for a better world – a bold call to end poverty, tackle inequality, and protect the planet. They comprise 17 interconnected goals and come with a 2030 deadline. 

 

However, as each of us knows deep down, these ambitious external targets, while inarguably important, are not easily met. 

 

“I see from coaching CEOs and working with leaders in organisations that the SDGs aren’t featuring. It’s as if they’re too overwhelming. Too insurmountable. And so, people don’t do anything.” – Kate Clayton, accredited coach and facilitator and Associate at Aephoria. 

 

That inaction is dangerous. “It’s a survival issue,” says Lucille Greeff, Aephoria’s Chief Product Officer and a Chartered Organisation Development practitioner. “Think about the generations to come and the world we’re leaving for them.” 

 

To make a difference, then, we must address something much closer to home: the inner capacity for growth and change. The gap between what’s needed externally and what’s happening internally is where the Inner Development Goals (IDGs) come in. 

 

As Kate Clayton and Lucille Greeff explain, this is not just about the world we’re trying to save; it’s about the people we need to become to save it.

The Barriers to Achieving the SDGs

Despite offering clear targets, the SDGs often fall short due to gaps in individuals’ inner maturity and systemic readiness to face the changes needed. Even with the best intentions, decision-making at both individual and organisational levels often prioritises short-term gains, driven by outdated power structures or a lack of deeper self-awareness.

 

Aephoria has seen this first-hand. Large-scale initiatives, such as implementing new systems in manufacturing or IT, often collapse when leaders and teams cannot collaborate effectively or let go of rigid control structures. 

 

The scope of the SDGs adds to the challenge. With 17 ambitious goals addressing issues like poverty and climate change, many leaders feel overwhelmed and need help figuring out where to start. This enormity can lead to paralysis or inaction.

 

“We’ve got these big changes we need to make in the world – outer changes for sustainable development – but making the decisions that will support these changes, requires massive amounts of maturity and adjustment. So, how can we support the SDGs? By maintaining inner development momentum, which is not the maturation of individuals in isolation, but of society.” – Lucille Greeff.

In Western cultures, particularly, the illusion of individualism is pervasive. Leaders often feel disconnected from the collective impact of their actions, perceiving themselves as too separate or small to make a difference. This mindset fragments efforts and reinforces silos. And, by extension, it halts positive change. 

The IDGs and the Five Dimensions of Inner Growth

The Inner Development Goals emerged as a complementary framework to the SDGs. The IDGs focus on fostering the inner shifts – such as self-awareness, relational intelligence, and collective thinking – that can help us tackle the outer changes required for large-scale sustainability. 

 

“The IDGS can bring us together as leaders, coaches and organisation development professionals, regardless of what proprietary offerings or approaches we have. It can unite us through collective impact in service of humanity.” – Lucille Greeff.

 

The IDGs are structured around five dimensions – Being, Thinking, Relating, Collaborating, and Acting – and are deeply rooted in adult development theory. This philosophy highlights the importance of vertical development, where individuals move beyond basic skills and competencies to progress to later levels of maturity and complexity in thought and action. 

 

At later stages of thinking and action, leaders are finally equipped to tackle systemic challenges such as climate change and inequality.

1. Being: Cultivating Inner Clarity and Resilience

The dimension of Being focuses on self-awareness, presence, and emotional balance. It encourages individuals to cultivate a strong inner foundation by nurturing clarity about their values, purpose, and emotional states. This inner work equips leaders to navigate uncertainty and complexity with greater composure, reducing the tendency to react impulsively to challenges.

 

For example, leaders grounded in their “Being” can better stay calm in high-stakes situations, allowing them to make thoughtful, ethical decisions that align with long-term goals.

2. Thinking: Embracing Complexity and Innovation

Thinking encompasses the cognitive skills required to process complexity, make sense of intricate systems, and innovate effectively. It involves capacities such as critical thinking, sense-making, and long-term orientation. 

 

In a world of rapid change and ambiguity, leaders must transcend conventional problem-solving methods and adopt systems thinking to address interconnected challenges like climate change and inequality.

 

This dimension aligns with adult development philosophies, where growth involves moving beyond linear, binary thinking to embrace more nuanced perspectives.

3. Relating: Building Empathy and Connection

The Relating dimension emphasises relational intelligence – understanding, connecting with, and valuing others. It includes skills like empathy, compassion, and active listening. 

 

Organisations that encourage “Relating” can transform hierarchical, transactional relationships into cooperative, inclusive partnerships. Leaders who excel in this dimension create environments where individuals feel valued and empowered, unlocking collective potential.

4. Collaborating: Fostering Collective Action

The dimension of Collaborating expands on relational intelligence by focusing on how individuals and groups work together toward shared goals. It involves capacities such as co-creation, trust-building, and conflict resolution. 

 

This dimension is particularly vital in tackling systemic challenges, where no single actor can drive change alone. 

5. Acting: Driving Meaningful Change

Finally, Acting involves translating inner growth into external action. It includes competencies such as courage, perseverance, and a commitment to sustainability. 

 

Acting bridges the gap between personal transformation and systemic impact. Leaders who embody this dimension are more likely to make bold, visionary decisions that prioritise the collective good over short-term gains.

Aephoria’s Approach to Inner Development Work

So, how do we, as coaches, guide individuals and organisations through the five dimensions of inner growth? At Aephoria, we believe in creating spaces where leaders can build authentic connections in service of humanity through purpose-led organisational leadership. 

 

Effective leadership requires purpose in action. Aephoria’s programmes provide safe, open environments where cross-functional leaders connect authentically and collaborate. By developing key relational intelligence and conflict-resolution skills, leaders transcend hierarchies and embrace collective problem-solving.

The Enneagram Assessment

The Enneagram is a powerful tool for cultivating self-awareness, empathy, and relational intelligence. It helps leaders uncover their habitual thought and behaviour patterns, allowing them to develop a more inclusive and compassionate leadership style. 

 

Through the Aephoria Enneagram assessment, participants gain deeper insights into their personality patterns, strengths, and blind spots. When each individual’s Enneagram type is mapped out, we have a clearer idea of the organisation as a whole and how everyone can effectively work together.  

 

A workshop using the Enneagram always sparks profound shifts in participants. 

The Maturity Framework

Aephoria’s maturity framework and assessment are rooted in adult development theory. They emphasise vertical growth. The assessment, when coupled with the Enenagram report, allows us to see how adaptable, mature, and inclusive an organisation is (among other things). 

How to Embed IDG Principles into Organisational Culture

The first step in supporting the Inner Development Goals, is aligning leadership development budgets with inner growth priorities. Traditional leadership training often focuses on technical skills or individual competencies, such as negotiation or persuasion, while neglecting the deeper capacities required for systemic change and achieving the SDGs. 

 

For leaders to drive positive change, they need more than a day of “management training”. What about investing in leadership maturation and vertical development?

 

“If I’m running a strategy session for a company not very focused on sustainability and they are setting their goals and their targets, there’s an opportunity for us as coaches to ask: what’s the bigger picture? How will what we’re doing now influence what will be possible for this organisation and its broader stakeholder network 30 years into the future, given what’s happening in the world right now? Our work needs to bring the context of this time into the room if it isn’t yet in frame” – Lucille Greeff. 

 

For coaches in this situation, we recommend the following: 

 

• Align organizational leadership development with the IDGs: The IDGs should not be seen as separate from the organizational strategy and learning and development objectives and priorities. The future of the planet is the playing ground for the success of organizations. 

 

• Shift your client’s focus from competencies to capacities: Prioritise developing the five dimensions of IDGs to equip leaders with the maturity and resilience to navigate complexity.

 

• Integrate coaching, strategic alignment, and sustainability. Coaching can guide leaders through the inner work needed to align values with sustainable goals and navigate organisational challenges with clarity.

  Similarly, leadership programmes must link personal growth to strategic decision-making. Leaders should apply systemic thinking to align business strategies with sustainability, thinking long-term. The journey can be measured and tracked through vertical development approaches and assessments.

  Programmes should also instil a deep understanding of sustainability as a core principle. Leaders must learn to evaluate the environmental, social, and economic impacts of their decisions so they can make ethical, future-focused choices.

 

• Conduct community rituals and reflective practices: Rituals and reflective practices create opportunities for leaders and teams to build trust, align values, and foster a sense of purpose. Team check-ins, storytelling sessions, reflective retreats, and visioning exercises.

  Research shows that rituals increase generosity and collaboration while deepening commitment to shared goals.

 

• Embed sustainability into decision-making. This can include conducting environmental and social impact assessments during strategic planning, setting sustainability-focused key performance indicators (KPIs) for leadership, or training teams in systems thinking to assess the ripple effects of their decisions on stakeholders and the planet.

Success Stories: Aligning IDGs and SDGs

One example is when Aephoria facilitated a cross-departmental leadership programme within a government organisation, bringing together teams from social development, communications, and health departments. Their action learning assignments developed trust and encouraged collaboration, which equipped the teams to address business inefficiencies. 

 

The results were remarkable:

 

• Cost-effective solutions saved the government money.

 

• Faster service delivery reduced the time required for solving complex problems.

 

• Stronger interdepartmental relationships for future collaboration.

 

• Collaboration with civil society and non-governmental institutions built real impact at a community level. 

 

Similarly, Aephoria’s team also worked with leaders at a major financial institution. The goal: promote sustainable banking practices. Through a focus on systems thinking while helping leaders and teams mature these programmes make a difference when it comes to operational and strategic decision making.

 

The result: a shift towards more ethical and sustainable business practices. 

A Sustainable Future Starts With You, Me, and Us

If sustainability in your organisation feels overwhelming, start by facing the illusion of your own individual isolation. Each of us can make a difference, and to make more sustainable decisions, we need inner resourcing and maturity to approach challenges differently. The IDGs illuminate the inner work needed to support a future where our children can thrive with hope and possibility.

 

By recognising the interconnectedness of our choices, we can build a world where sustainable practices become second nature. This ensures a legacy of hope for generations to come.

 

If this article inspired or motivated you, please let us know. We’d love to hear from you.

 

We also encourage you to share this article with your friends and family, network on LinkedIn, and join the conversation with Aephoria. 

 

How are you working with the IDGs and SDGs?

About Lucille Greeff 

Lucille Greeff is a Chartered Organisation Development (OD) practitioner, facilitator, coach, team development specialist, and HPCSA-registered psychometrist. She has a degree in Political Science, a BA Honours in Psychology, and an MA in Development Studies, all from the University of Johannesburg. 

 

Lucille’s work focuses on personal, team, and organisational change and transformation, emphasising health and effectiveness, issue-centricity, and deep transformation. She is also a vision quest facilitator and uses wilderness-based leadership development and deep ecology work in her practice.

 

Connect with Lucille.

About Kate Clayton

In her own words, Kate is an “accredited executive coach, group facilitator, truth seeker, and

speaker”. She’s also an Associate at Aephoria and has more than 30 years of experience working with various start-ups, social enterprises, entrepreneurial businesses and corporates to expand identities, perspectives and possibilities. 

 

Kate combines Integral Coaching with strategic thinking, weaving these together in practical ways that help leaders, teams, and organisations move forward with greater possibilities.

 

Connect with Kate.