Designing and planning for change takes much time and effort, only to find that the execution fails or the intended benefits are not realised. This article looks at some of the things you can do to increase your chances of successfully leading personal or organisational change.
What do you think of when you hear the word ‘diversity‘?
Maybe your mind goes immediately to issues such as race, gender, age, sexual orientation, physical ability and ethnicity. I hope by reading this newsletter it provides space for you to think beyond the usual interpretation of diversity and become aware of other aspects, to challenge you to consider if you have any unconscious bias, and to encourage you to create a safe climate for your people to speak up.
Disruptive change comes about when your industry faces complete upheaval. It could be driven by a small nifty competitor coming into your market and turning it upsidedown with new products or way of serving customers, or by new technology that renders your products obsolete. The way you approach disruptive change is critical to your success – you have to respond quickly and with a fresh approach in order to survive, let alone thrive. This article gives you food for thought, with some of the latest thinking on the topic.
The speed of change, global economy, and emerging markets mean that organisations have to keep pace or quickly become obsolete. To do this companies need to innovate, so, this month, we focus on how to embed a culture of entrepreneurial thinking into your company. You may also be interested to read my article about innovation, as there is a natural link.
Change can be difficult because it is often being done TO us rather than WITH us, which drains our energy. Appreciative Inquiry (AI) is a way to involve as many people as possible in the change process, collaboratively, and in a way that develops the future based on what is already working. This article explores the principles of AI and provides you with some practical tips.
Here in the UK, there has been a series of recent scandals including the financial industry, celebrities, the media, and the health service. It made me wonder what was the root cause, why these things continue to happen, what lessons we can learn, and what you – as a leader or individual in an organisation – can do about it. This article addresses these issues.
Last month’s article focused on the who, why and how of developing your organisation, and included 11 useful steps. This month builds on those ideas by giving you a detailed process for steps three, four and five that you can follow with your leadership team. Of course, I’d be happy to help if required.
This month, I bring you the first in a short series of newsletters that focus on developing your organisation. The ideas and tips below should be useful whether you lead a whole organisation or a team within an organisation. You’ll find further information in my previous newsletters on the Role of the Leader and High Performing Leadership Teams.
These days, we have to be much more conscious of the importance of values at work. Values impact your relationship with employees, partners and customers, as well as your company’s purpose and its place in the world.
So, this month, we look at creating a values-driven organisation to leverage competitive advantage and provide a meaningful place for your employees to work. Read on to find out more…