Change

Busting limiting beliefs.. Uruguay in Tokyo & Roger Bannister

I’ve been reading Martyn Newman’s book ‘Emotional Capitalists’ (Building Emotional Intelligence and Leadership Success) this week.. and was struck by a story regarding Roger Bannister and the 4 minute mile.  We all know that Roger Bannister completed the seemingly impossible feat of running a mile in under 4 minutes in 1954. But what piqued by

Understanding culture is impossible from an ivory tower

My conversations over the last couple of weeks have often had ‘culture’ running through them.  I’ve sat in a number of meetings with experienced HR Directors, business leaders, and sports managers, who are all looking to reinforce or re-engage their teams with either an existing stated culture, or with a new, yet to be defined

Posters and artifacts.. the hidden messages that can undermine change

Take a look around your business, head office or workplace… a real look… what’s on the walls, the noticeboards, stuck to the cupboard in the kitchen, on the toilet cubicle door? The reason I ask is, I wonder how many outdated and culturally unaligned messages you and your work colleagues are receiving – subliminally as

Revolving door managers and overcoming resistance to change

This is the last in a the series of of blogs relating to change, more specifically Dannemillar’s formula for sustainable change (D x V x F) > R. Where – D = Dissatisfaction, V = Vision, F = First Steps, R = Resistance If this equation is correct then, ‘resistance to change’ can be overcome…

First Steps to Change… making it easy

In my last blog regarding Dannemillar’s change equation I described vision and the need for this to be meaningful to your team… “can they visualise themselves in the future state? If not, your carefully crafted vision is nothing but a soundbite”. This week, I’ve been thinking about how we ensure that vision has some tangible

Encouraging others to paint themselves into your Vision

Creating a situation where people feel compelled to align to a vision is often a leader’s desire, particularly in situations of change. Be they forced by the market, a change in senior leadership strategy or a diversification in what you do, we’d all want out teams to the change and with it the direction of

Increasing dissatisfaction – the bedrock of change

Why is dissatisfaction such a big deal in the Change Equation? Our view?  Without it we go nowhere – all other items can be in place for positive change but if we are not ‘dissatisfied’ with our now then why would we change? If the status quo is fine for us what is the need

Beyond mathematics.. the Change Equation and Kepa’s refusal

I have been really looking forward to this blog and exploring the ‘Change Equation’. (Don’t you just love it when maths enters into the world of organisational and people development?!)  We recognise that ‘meaningful’ change is more complex than a maths question, however the Change Equation (defined through the work of Beckhard and latterly Dannemiller)

Delving deeper .. Lessons in Leadership from Dancing Guy

One of our favourite concepts around change is Derek Sivers approach to ‘creating a movement’ His YouTube video has over 5.4 million views (pretty sure most of them we’ve generated through sharing this easy to understand video storyboard!) In case you’re not one of the 5.4 millions who’ve seen it, here’s the link  The leadership

Engaging with the change resistors

Why is it possible for some to see change as part of daily life, a thing that happens regardless of context?  They step toward it expectantly. Whilst others stick hard and fast in the moment of now. Except that moment was actually two years ago and they are repeating the same melody. They are afraid

Reactions to change

The paradox of the acceptance of change as I see it is,  we often sit in tension between holding back from pursing positive change because it caused hurt in the past (personal, emotional, financial etc), we know we should accept change (as it’s inevitable) and because if this works the benefit would out way the negative.