You have probably never seen a real and legitimate successful leader look away from you when they’re talking to you, blow their nose on a napkin, talk through someone’s speech, wipe their nose on their sleeve, wear jeans to a formal meeting, forget peoples’ names, or other such unpleasant behaviours...

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 failure.

Thi...

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 g...

An organisation will appoint a leader who can demonstrate to the board their capability for a particular organisational context defined by that board.

For example, an organisation in start-up mode will seek a leader with experience in start-up organisations. An organisation in a mature environment ...

Can you change the 2024 results of your business over lunch?

Yes you can and you can even do it over a "digital lunch".

If you want to get an expert and very experienced external Master Strategist’s take on your issues and find the solutions for a clear way forward, then arrange for us to meet over ...

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 leadership, ...

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 different.

The leader of a...

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 p...

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 ...

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 “influencers”) are critic...

The Change Manager

A change manager is the person responsible within a project in managing the people-related requirements and impacts of the change and normally reports to a project manager or program manager.

The change manager helps projects meet the objectives of the organization, project, bud...