What has 40-years of helping corporations and organisations taught us?

We have learned that there are 12 Pivot-Points in every organisation that must be conquered to satisfy that organisation’s objectives. Failure in any of these Pivot-Points will compromise objectives and may even cause...

Ask yourself a few questions.

• How successful have your change initiatives been?
• Have you delivered all that was intended by the change?
• How supportive were staff and impacted stakeholders?
• How much push-back did you get?
• Did you deliver to time and budget?

If you apply all the appropriate...

There are many people who argue that emotional intelligence (EQ) is more important than general intelligence (IQ).

The reality of course, is that both are very important, and context plays a key role in determining which is more critical in a particular situation.
From the perspective of...

People often assume that leaders automatically come up with the right answers because of the position they hold. The thought is that “they wouldn’t be leaders if they didn’t come up with the right solutions most of the time.”
One would like to think so, but the reality is...

It has been frequently demonstrated that a transformation, program, project, or process improvement activity will stand a far greater chance of success if people know what is going on.

Specifically, that people involved in, or impacted by the change, should know the following regarding the change...

We regularly deliver insightful and thought-provoking webinars for senior executives in order to help them reach their goals.

You may be wondering about the connection between Robin Speculand’s Strategy Implementation webinar and the critical 12 Pivot-Points methodology that is Advisory...

A change initiative generally evolves through a number of phases.

PHASE 1: THE NEED

Someone (inside or outside of the organization) identifies that things are not as they should be or could be and that something needs to be done to better align the issue, function, process, or outcomes.

PHASE...

Being an “authentic leader” depends on how you define the term as the concept of Authentic Leadership is still evolving.

It’s important to recognise that employees look up to a leader who can lead, who demonstrates positive values, and who demonstrate the behaviours they want...

The Environment of Change

The management of change environment covers a number of key dimensions. Each of these dimensions has the ability to enable more effective transformation (change) or, in its absence, seriously compromise a change initiative.

These environments (or...

As a result of the work we do, we know that there are no “perfect” organisations. They all struggle with their own problems, challenges, issues, and opportunities.

Sometimes, a group of executives knowledgeable of the issue, sit down and navigate path forward. It may not be an ideal...

We are all familiar with the stories about very successful people without any or with minimal education who created their fame and fortune by making intuitive decisions that have served them well.

Stories of retailers or factory owners, for example, who started with one store or one factory which...

When a leader appears to have little confidence in their own judgement and abilities, why should the leader’s followers respect what the leader says or does?

Personal confidence is confidence in oneself, in one’s own judgement, in one’s own experience, and can be considered to...