Laske and Associates is a consulting company based on the notion of 'meta-thinking'. The company is active world-wide, and is linked to many students of the Interdevelopmental Institute (IDM) who have been certified for work with CDF, the Constructive Developmental Framework developed in 1998-2000. This framework informs the practice of developmental interventions from three related points of view: social-emotional, cognitive, and psychological, with a focus on how social capital is created in organizations. My work as CEO of Laske and Associates, essentially as a consultant is characterized by the assumption derived from studies in adult development that leaders and followers alike are from the beginning on a life-long journey toward a more cohesive personal value system as well as more complex, holistic and fluid thinking. While this is often acknowledged and paid lip-service to, very few if any interventions have been developed that would pay attention to the findings of adult-developmental research since 1975. My entire approach to consulting, which I see as a deepening of what Schein has called 'process consultation', is designed and practiced to change the simple behavioral schemata developed again and again that bypass essential insights into adult development, and their relevance for leadership and followership as well as for the creation of social capital in organizations and of collaborative intelligence in teams. Essentially, it seems to me that the developmental potential of both leaders and followers is under-estimated. This is borne out by the fact that conventional trainings through workshops and retreats always bypass the simple insight that people at different maturity levels literally live in and 'see' different 'worlds', 'real' worlds in particular. In my view, unless there is an understanding of develop-mental differentials in general, and in teams in particular, there is little hope that effective social and deliberately developmental organizations can be built. To do so is even more difficult in organizations that move away from command-chain hierarchies into 'holacratic' environments, simply because once hierarchy is faded out it is rapidly felt what was previously hidden by it, especially the lack of work capability that it sheltered or disguised. In addition, how what collaborators bring to their work -- their human capital -- is actually transformed, through collaboration, into social capital becomes less easy to understand and support in distributed-leadership organizations.