Culture

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

The Value of Clarity for teams

We recognise the need for teams to go on ‘the’ journey, not just be driven blindly or taken for the ride – and that journeys must have a clear beginning, middle and end (before moving onto the next adventure/business challenge). But how do leaders of teams engage teams to willingly go on a journey? First

Rugby, education and Love = High Performance Turnaround

Friday saw us bring together 40+ directors of Sport, Talent Development Managers and senior business leaders from retail, hospitality, food, utilities, automotive and pharmaceutical to explore #turnaround stories  – the fourth event we’ve hosted in as series around #highperformance Our setting for this event was the Thomas Becket Catholic School, Northampton a #Turnaround story lead

Rugby leadership… military style

Unconscious bias, and how it plays out in leadership, was a main theme of a pretty special 48 hours I spent with 14 Premiership Rugby Academy Managers recently. Leading Edge is working with England Rugby and Premiership Rugby on a development journey for these Academy Managers, and I’ve been privileged to support these guys for

The many hats of the manager…. From an employee perspective

  This week’s blog is written from the perspective of being ‘managed’. What is it that employees desire from those that guide them? We’d all  recognise the need for managers to flex in the manner and approach they take in transitioning through successful and challenging business periods. From motivating existing staff to welcoming new team

London 2012 – my purpose as a Gamesmaker

Our recent posts about creating a movement sparked some memories for me around a time when I was part of one of the biggest volunteer movements in peacetime in the UK London 2012 .. the second time we’d hosted the Olympic Games in this country, involved the recruitment, training and engagement of 70000 volunteers to

Onboarding .. fast track to feeling at home

Onboarding – the action or process of integrating a new employee into an organization. A process of familiarisation with “how we do things around here”…   That definition would be recognised by most of us as the purpose of the company induction or onboarding period. However it can’t be as transactional as this sounds can it? 

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)

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

Making sense in a complex world.. if not you, who?

Being the ‘Sense Maker’ is an often overlooked skill for leaders.  We’d describe it as being able to share information and clarity around the organisation in an engaging way with the teams within it… and similarly to represent the views, concerns, ambitions and focusses of the teams back to the wider organisation.   At Leading