07Sep

Two Crucial Questions in Challenging Resistance to Organisational Change or Improvement

We are all facing continuous, even disruptive change or improvement, aren’t we? We have all experienced a natural resistance and even rejection of change, especially if it is forced upon us. Whilst most of us eventually accept change that makes sense, some of us are very resistant for a variety of reasons, such as the read more

18May

Tips for Dealing with a Culture of Avoidance

Avoidance of dealing with unacceptable behaviour and performance can be a big part of the culture of many organisations across commerce and government, costing them loss of talent, productivity, innovation and opportunity. This avoidance culture leaves the organisation vulnerable to serious disruption by competitors who are more agile and performance focused with a culture of read more

02Mar

The Simple Main Reason Why Most Organisational Change Initiatives Fail

If the collective brain doesn’t rewire sufficiently to embrace the desired change, the result is failure to change. It’s that simple. The many elaborate change models used by organisations have the astoundingly consistent failure rate of 70%. Most of those models do not adequately address the reality that change will not occur in the person read more

01Dec

Leading into the Unknown

People ask their leaders for certainty, even when the evidence is that certainty is a rarity. Think of the experts who predicted that Trump couldn’t win. It is likely that most of our predictions will be wrong in some way, sometimes significantly. How then can we as leaders move forward into an unknown, unreliable future, read more

09Apr

How I Helped a Significant Change Challenge Be Successful

The new CEO of the privately held engineering business was faced with a challenge – how to restructure to cope with the declining resource sector. The previous CEO had built the business as the resource sector boomed and had retired in time to avoid the inevitable adjustments now faced by his successor. The new CEO, read more