applied know how
I facilitate many change management learning sessions and have the opportunity to engage with a wide range of managers tasked with enabling change. Almost unanimously their experiences have not been good. Over the next 12 weeks, I’ll share what I believe are the key topics within change and how to use these insights to propel your change management program.
In the first paper, I’ll focus on the MOST CRITICAL issue… starting with WHY.… Read more
Over the past 35 years, I have navigated the waters of organizational change, experiencing firsthand the formidable challenges it presents. This journey has not only shaped my understanding but also highlighted some critical insights into why change efforts so often fail.
The case of J.C. Penney highlights how inherent inefficiencies can make effective change impossible, despite recognizing the need for transformation.… Read more
I found mentoring within my own organisation a struggle. I was adept at directing (initially explaining the competencies necessary within a role) and steering new hires to adopt the right processes and procedures. I was also expert at delegating (some would call it dumping — i perceived that once a new hire was told what to do, they could safely be left to do it… as that is how I preferred to be managed).… Read more
Executive Summary; using the DISC framework understand behaviour in high-stress situations, as seen in Netflix’s “Squid Game.” This analysis is essential for anyone looking to improve decision-making, leadership, and teamwork under extreme personal pressure. It offers practical insights into managing diverse personalities in challenging environments, both in personal and professional contexts.
The DISC framework, a renowned practical work-style and behavioural assessment tool, serves as an insightful lens through which we can examine human behaviour and decision-making in challenging scenarios.… Read more
When it comes to building customer loyalty and perceived value, there’s a common misconception that companies need to go above and beyond, exceeding expectations to ‘delight’ their customers. Yet, as Matthew Dixon, Karen Freeman, and Nick Toman articulate in their classic Harvard Business Review article, “Stop Trying to Delight Your Customers,” this belief may not necessarily hold the key to effective value creation.… Read more