Wednesday 30 April 2014

Great people aren’t hard to find if you look in the right places

In the bottom right hand drawer of my desk for more than decade when I was a corporate leader in the 70’s and 80’s I had a file chock full of prospective employees. All were recommendations from my employees. I received the idea of having an “employee bank” from one of my mentors. I never had any trouble recruiting great people.

It amazes me that a common sense idea like this is not widely adopted. Your best source of finding great people is through your current employees, assuming of course that they are highly engaged with you and happy in their work.

Where are you looking to find great people?

Be the difference you want to see in the world.

Monday 28 April 2014

Letting go of control and finding flow

As we move away from the old, ineffective, and demotivating concept of trying to manage people, and instead lead people and manage things (systems, processes, procedures etc etc), a key is letting go of control.

Are you ready to lose control? a Strategy& article by Eric J. McNulty is a good place to begin.

Inside McNulty’s article is a link to this article by by Patty McCord the former chief talent officer at Netflix.

Here are some gems from Patty’s article

“People find the Netflix approach to talent and culture compelling for a few reasons. The most obvious one is that Netflix has been really successful: During 2013 alone its stock more than tripled, it won three Emmy awards, and its U.S. subscriber base grew to nearly 29 million. All that aside, the approach is compelling because it derives from common sense.”

Hire, Reward, and Tolerate Only Fully Formed Adults

Over the years we learned that if we asked people to rely on logic and common sense instead of on formal policies, most of the time we would get better results, and at lower cost. If you’re careful to hire people who will put the company’s interests first, who understand and support the desire for a high-performance workplace, 97% of your employees will do the right thing. Most companies spend endless time and money writing and enforcing HR policies to deal with problems the other 3% might cause. Instead, we tried really hard to not hire those people, and we let them go if it turned out we’d made a hiring mistake.”

“Tell the Truth About Performance

Many years ago we eliminated formal reviews. We had held them for a while but came to realize they didn’t make sense—they were too ritualistic and too infrequent. So we asked managers and employees to have conversations about performance as an organic part of their work.”

“Good Talent Managers Think Like Businesspeople and Innovators First, and Like HR People Last”

If you need more evidence about letting go of control here is an excellent article by Margaret Wheatley for you to ponder It’s called Goodbye, Command and Control.

Here’s the thing. Management - in terms of planning, organising, directing and controlling people is dead. People can’t be managed. We must lead people and manage things. The perfect place to start is to say goodbye to command and control and embrace flow.

In the 5 minute video below I share some ideas to help you.

Be the difference you want to see in the world.

Sunday 27 April 2014

Five pursuits that turn possibility into reality

This Sunday's sparkenation.

Long ago I developed five pursuits that help me to turn possibility into reality.  I recommend them to you.

1. Pursue Insight:  Insight is precious, information is not.

2. Pursue Wisdom: Knowing something and not applying it is being clever.  Knowing something and applying it successfully is being wise.

3. Pursue Being Attractive:  Jim Rohn said “Success is not something you pursue; success is something you attract by the person you become.”

4. Pursue Principles:  There are laws in life.  We simply have to follow them.  The great law is the law of the farm.  We must find the fertile ground, plough it, seed it, nurture it, and then we get a harvest.  The harvest is an outcome, the rest are processes.  The trick is to focus on the processes and detach from outcomes.

5. Pursue Purpose with Passion:  We all have a specific reason for being alive today.  We must be crystal clear on our purpose and pursue it with everything we’ve got.

Be the difference you want to see in the world.

Friday 25 April 2014

Asking Do I do this? is better than saying I know that

Recently a client of mine was in the audience for one of my presentations for I think the seventh time. When I saw him afterwards I asked him what he got from the presentation. He replied "I didn't learn anything new but you reminded me of a hell of a lot."

This is often a reaction we have is it not when we sit in an audience or read something we know? We say to ourselves "I know that."

A better question to ask that I learned from an email from Ian Brodie recently is "Do I do this?"

Next time you hear yourself say "I know that," stop yourself and ask "Do I do this?"

Be the difference you want to see in the world.

“To know and not to do is really not to know.”
attributed to Stephen Covey yet probably earlier Zen wisdom.

Wednesday 23 April 2014

Meetings Bloody Meetings

The ineffectiveness of meetings is raised with me at some point by all my mentoring clients. I can’t remember an exception in 23 years. It’s so common I mention it in my service offerings.

Are meetings, bloody meetings, a challenge at your place?

One way to create BS Free workplaces is to regularly conduct a candid audit of your meetings and their effectiveness, and then take decisive action.

The results of this 2004 survey concluded people only average 3 productive days per week. From what I observe this would be true today for most workplaces. Two days being wasted every week! 

Assuming employees have 4 weeks leave that’s 100 wasted days a year per employee! More than a quarter of the year down the drain. I suspect meetings are playing a big role in this waste of time, energy, and money.

Key factors from the 2004 survey: People spend 5.6 hours each week in meetings; 69 percent feel meetings aren't productive (U.S.: 5.5 hours; 71 percent feel meetings aren't productive).

How many productive days are your people averaging per week?

What are the stats about time spent in meetings at your place?

How valuable would your employees rate meetings you lead?

Are you trapped in meetings as this article asks?

Some suggestions for conducting your candid audit on meetings?

How many meetings are being held?

How long do they go for?

Who is calling for them?

Who is leading them?

What is their purpose?

How many meetings have agendas people have been given well in advance?

Are the outcomes of meetings and what actions are going to be taken and who by recorded?

How many people in your meetings have their phones on and refer to them during the meeting?

Does your organisation have a decision making process? If so Is it being followed? If not what will you do about it?

What would happen in your organisation if teams only met formally for 10 minutes every morning for a quick review of what’s happening and who’s doing what, and for 30 minutes on Mondays to review and agree on actions to be taken about what’s worth celebrating from last week and what could be better?

Be the difference you want to see in the world.

PS I remember with fondness watching the Meetings Bloody Meetings videos by John Cleese with my staff in the 80s! Enjoy.

Monday 21 April 2014

Making messages that stick matters whatever your art (work) is

presentation zen and the naked presenter are two books by Garr Reynolds that are not only on my recommended reading list they have a permanent place in my office.

This post is a chapter from presentation zen about how to craft a presentation with messages that stick.

Whatever your art (work) is, making messages that stick matters.

Be the difference you want to see in the world.

Sunday 20 April 2014

Friday 18 April 2014

Breathe in, Breathe out

There’s an old saying “Garbage in, garbage out.” It has merit.

Whatever you’re putting into your life is coming out. Likely that what you are getting back is mirroring your output.

Take in as much inspiration as you possibly can. The word “inspiration” literally means to “breathe in.” The more inspiration you breathe in, the more you will breathe out. 

What/who are your sources of inspiration?
How are you inspiring yourself and others?

The ability and willingness to inspire is critical to effective leadership. And it’s a forerunner to the real test of true leadership, influence.

Be the difference you want to see in the world.

Thursday 17 April 2014

22 essentials for building your best business

22 essentials for building your best business is a book for your physical shelves if you are serious this year about building your best business. I have just 39 copies available.

Please read my short story about why there's only 39 and get your copy here.

Be the difference you want to see in the world.

Wednesday 16 April 2014

The stronger your reason, the better your results

It seems that almost every day I read something about the power of purpose (reason, intention, cause, our why) and how organisations with clarity of purpose are achieving better results than those out touch and still focusing on profits. I say again for the uninitiated - Profit is a result of being good at business, not a reason for being in business.

Are you in touch and living on purpose?

I love this article by Ed Catmull the cofounder and president of Pixar Animation Studios and president of Walt Disney Studios.

This is a nice piece too by Vineet Nayar, the author of 'Employees First, Customers Second'

There are more nuggets in this Fast Company article by Ariel Schwartz.

Here's some recent input from me The Pull of Purpose which links to a pathway I follow to achieve possibility.

There is insight about the power of purpose everywhere. Are you seeing it, hearing it, and acting on it in your own way?

Be the difference you want to see in the world.

Monday 14 April 2014

Values based leadership - guest post by Steven Howard

This is a guest post by Steven Howard.

Henry Ford once remarked: "A business that only makes money is a poor business.

Without a doubt, this quote is more true in today's world of Corporate Social Responsibility (CSR), multiple constituencies, more knowledgeable customers, and a highly mobile workforce than it was during the "glorious" Industrial Age of the 1900s.

Likewise, the management philosophies and tools of the 20th century are no longer as useful or effective for leading a 21st century workforce. In fact, many leadership observers believe the pendulum has currently swung too far in the direction of the management ethos of "what gets measured gets done" and has resulted in too much emphasis on setting specifically measurable criteria for every aspect of business. 

While goal setting and measurement tracking are still valid practices, the core leadership philosophy for business owners and managers today is best built on the values of transparency, excellence and caring for one another. How these core values are expressed through action and behavior differentiate one organization from another. 

The best business owners and leaders see their organizations as living and evolving entities driven by shared values.

Each person on your team has their own inherent set of values. It is an unwise business owner or leader who expects his or her employees to park their individual values at the door upon arrival at work each day.

The astute business owner or leader, on the other hand, coalesces his or her staff around a set of shared values that set and define the context for individual and collaborative behavior. 

Values are the catalyst for behavior. Basing collective and individual action on value goals, rather than stated performance objectives, has three important benefits for the organization:

1) It helps to avoid wrong actions that lead to devastating consequences,
2) It helps everyone address dilemmas where there is no obvious, clear black and white correct path to take, and 
3) It helps employees respond to the sentiments of others when strongly held opposing views come into play. 

A few years ago, the high-powered leadership team at Enron was known as "the smartest guys in the room." But their lack of values-based performance led to the collapse and destruction of Enron, and carried the corpse of accounting firm Arthur Anderson with them. It also led to prison sentences for several Enron executives. 

Values set the context for behavior. By understanding the values your people bring to the table, and then aligning these with the vital values of the organization, you create teams of people more able to collaborate and work together to produce the results desired. 

Great leaders know to monitor and measure the processes and behaviors producing results. They also know that when they modify behaviors that have slipped beyond the edges of the organization's agreed and stated values, their people performance and results return to the desired path and destination.

Values-based leadership is about sometimes taking the hardest path. It is about seeing the company's purpose as more than just a profit-producing machine. It also means putting people and values before profits and short-term "shady" tactics designed to meet quarterly or yearly numbers. 

As the great investor Warren Buffet said, "It takes 20 years to build a reputation and five minutes to ruin it."

Without a values-based leadership approach, your organization's clock is permanently set at five minutes before disaster. 

Likewise, a report a few years ago titled Reputation Assurance: The Value of A Good Name, from PriceWaterhouseCoopers, stated, "A single-minded focus that seeks only to satisfy shareholders may ultimately lead to crises and erosion of shareholder value." 

When business owners and leaders actively demonstrate strong values, they are better able to:
  • create meaningful relationships with diverse stakeholders to drive high performance as they build and develop internal talent, and
  • inspire and energize their employees and peers, by demonstrating what is expected of the team, and then simultaneously building and developing internal talent.

Dov Seidman, author of HOW: Why HOW We Do Anything Means Everything…in Business (and in Life) believes there is a link between enlightened corporate behavior and performance. He argues that the most successful businesses of the future will also be the most moral ones, not as a result of formal Corporate Social Responsibility (CSR) initiatives and programs, but from what he labels sustainable values. Unlike situational values, sustainable values are ones with sustaining human relationships built into their day-to-day practices and behaviors. 

In Seidman's view, how an organization is led, governed and operates is equally as important to its future success as the products and services it produces.

In fact, values are such an important item on the leadership agenda that astute leaders are now actively seeking new systems and methodologies for cascading critical values throughout their organizations. 

This is one area where smaller and medium sized businesses will have an advantage over monolithic, huge enterprises as it is much easier to cultivate consistent values-based behaviors across a workforce of 200 than 20,000. 

Values are also very important to employees. In fact, the 2012 PWC Annual Global CEO survey reports that 59% of workers say they will seek employers whose corporate responsibility behavior matches their own values. This was higher than the 52% who said they are attracted to employers offering opportunities for career progression.

Values are important to employees. Values are important to consumers. Values are important to society. 

It is little wonder that incisive and wise business owners and leaders are now deliberately and purposely using shared values as one of the best levers for optimal people performance within their organizations. 

As a result, they are creating great businesses that deliver significantly more than just money. Henry Ford would be proud. 

This article is excerpted from the book Project You: Living a Determined Life, available in both paperback and eBook formats at

Sunday 13 April 2014

If others don't see you as you want to be, you need to change

This Sunday's Sparkenation.

I laughed out loud when I received below from a colleague (original source unknown)

Then I cried.

If others don't see you as you want to be, you need to change.

Be the difference you want to see in the world.

More sparkenations.

Friday 11 April 2014

The ecstasy of an empty in-box and other things that matter

My email in-box is empty when I stop work each day. Making it so is always a good feeling.

I pride myself in responding to all emails and phone calls within 24 hours or sooner.

I do have an action file with things I can’t do today that I review and action once a week. I also have files for my research and one for each of my clients.

How disciplined are you?

It’s easy in an always on world to let our stuff and other people’s stuff control our lives. It is simple to not let this happen. (Simple rarely means easy!)

How disciplined are you?

Like everything in life being disciplined starts with an intention/purpose/reason.
It’s then a heart decision, how we feel about whatever it is.
Then it’s a mind-set, making sure our thoughts are in alignment with our feelings and intentions.
Then it’s about action and behaviour.

I call the above competing with yourself. It’s about why, feel, think, do. These result in is.

You can make a decision right now to modify or change these 4 steps to achieving more of what is and what isn’t in your life.

The key questions are Will you make the decision? Will you act on what you decide?

Be the difference you want to see in the world.

“Discipline is the bridge between thought and accomplishment”
Jim Rohn

Wednesday 9 April 2014

All change is personal first

This Strategy + Business article by Eric J. McNulty highlights some of the massive changes in our world and the decisions needed by business leaders to thrive on them.

I believe all change is personal first.

This McKinsey article 'Change leader, change thyself' by Nate Boaz and Erica Ariel Fox provides a lot of great insights into personal change.

Get my Changing What's Normal book if you really want to embrace and thrive on the challenges of change. Change Yourself, Change Your Relationships, Change Your Organisation is the order that the book looks at change. Each of the 58 sparkenations (sparks that ignite passion that lead to action that change what's normal) concludes with the request Do Your Work. The companion online vault is full of resources to help you.

Be the difference you want to see in the world.

Monday 7 April 2014

LET’S LOSE THE MAYBE’S! - guest post by John Shackleton

This is a guest post from my friend and colleague, The Performance Expert John Shackleton.

I donʼt seem to have any spare time these days. With emails, texts, Facebook, LinkedIn, phone calls, meetings etc my life is completely full and I donʼt have room for anything else!

So Iʼve decided to get rid of all the MAYBEʼs in my life. All the people who canʼt make up their mind whether theyʼre a YES or a NO.

This has become so important to me of late that Iʼm starting most of my sales meetings with a conversation like this:

ʻAfter weʼve finished talking today I expect both you and I will either be a YES or a NO. That is, youʼll either like what Iʼm saying and think it could be useful for you and your team, or you wonʼt!

Same for me. Now I love both YESʼs and NOʼs, the people that drive me mad are the MAYBEʼs.

I expect like me youʼve got a pile of MAYBEʼs on your desk, people who are either too nice to tell me NO or just canʼt make up their mind. Have you got a few of them in your life?

Well, letʼs not finish our meeting with either of us being a MAYBE.  Let’s decide right now to be either a YES or a NO. If youʼre NO then that’s fantastic! I know that I donʼt need to do anything else for you, I donʼt need to send you anything, I donʼt need to call you in fact I can leave you alone completely. If you’re a YES then weʼll probably need to communication further, book another meeting, arrange a phone call, decide who needs to send what to who etc.

Iʼm a big boy now and I realise that not everyoneʼs going to like me or value what I do. Please donʼt say MAYBE  just to spare my feelings. It will make both our lives so much simpler and easier and save us a lot of time, if we just said NO.ʼ

Itʼs those MAYBEʼs that sap all our time, they require lots of attention and make us believe the future is going to be brighter than it actually is. What do you say we all join forces and get rid of the MAYBEʼs in our lives?

More from John Shackleton here.

Be the difference you want to see in the world

Sunday 6 April 2014

Why are so many otherwise smart people dumb when it comes to leading other people?

This Sunday’s sparkenation.

One of the great maverick thinkers of my lifetime is Tom Peters. 

I love Tom's manifestos. My favourites are 'Presentation Excellence' and 'People (REALLY) First!'

I laugh and cry every I read page 4 of 'People (REALLY) First'.

I got ridiculed by many just 14 years ago for the title of my first book Increasing Profits Without Hurting People Many thought is was an oxymoron! Only fools ridicule me now.

When it comes to how you see, treat, and lead people are you as wise as you can be?

Be the difference you want to see in the world.

Friday 4 April 2014

Focusing on results is guaranteeing poor performance

Return on investment (ROI) is being is discussed in the executive suites of organisations more than ever before.  And every day it seems CEO’s of major companies receive their marching orders because ROI failed to meet expectations of the board and shareholders.

ROI is an outcome, a result, an end. Focusing on results is guaranteeing poor performance.

A few years ago I was privileged to hear Kevin Roberts, the world-wide CEO of Saatchi & Saatchi, and one of my heroes in terms of a real leader, speak about ROI.  Kevin spoke about return on involvement!

How involved are your employees in where you’re going?
What kind of investment are you making in your employees?

To get a return you must first make an investment.  And investing your time, energy, and money in your employees is the greatest investment you need to make.

I once emceed a function where the famous baker Tom O’Toole was the speaker.  During the Q & A Tom was asked “What if I make all this investment in people and they leave?”  Tom replied: What if you don’t and they stay!”

I define leadership as the art of inspiring people to bring everything remarkable that they are (that one-of-a-kind each of us is) to everything they do.  Such inspiration influences people.

Inspiration and influence really matter because they lead to involvement.

Warning: Leadership usually fails without management which I define as the practice of making it simple for people to bring everything remarkable that they are to everything they do.

Leadership is about inspiration and influence.  Management is about systems and processes.  Both are an essential investment you must make.

Long before the end, there is always a beginning and a middle.

I hear politicians and business leaders talk all the time about the end results as though they matter above all else.  They don’t.  What really matters is the journey we take together that leads to win/win/win/win/win i.e. a win for individuals, families, communities as much as organisations and countries.

If you want to achieve possibility in your life and work focus on the journey and involving all your stakeholders, particularly your employees.  Return on investment will take care of itself assuming your diligence, care, financial wisdom and ability and willingness to be aiming for long term sustainability rather than quick fixes to satisfy the few people like shareholders, who are, rightly, at the end of the food chain.

Be the difference you want to see in the world.

Wednesday 2 April 2014

7 special ways to accelerate accountability

This post is my feature article for this month to subscribers of my Changing What's Normal Strategies and Tactics Newsletter. Subscribing is the easiest way to get my Changing What's Normal book with my compliments. You can subscribe here.

Right now most business owners/leaders are suffering from lack of accountability. 

How much is lack of accountability costing your business right now?

Scary number isn’t it?!

Here are 7 special ways to accelerate accountability and save yourself a lot of time, energy, and money.

1) Stop trying to take responsibility for other people. You are only responsible for yourself.

We are all 100% responsible for our intentions, feelings, thoughts, and actions.

We are not responsible for anyone else’s intentions, feelings, thoughts, and actions.

What other people do or don’t do is none of your business. Get over it.

The great paradox is that the more you take full responsibility for yourself, the more others will follow your example.

2) Destroy job descriptions and create role clarity statements

Most job descriptions I see are a list of tasks. Often “and anything else as directed” appears in the fine print. Very rarely is there anything concrete about relationships which are key to accountability. We don’t let down people we have great relationships with.

Get rid of all job descriptions that don’t properly articulate relationships, particularly the people role/s serve and what value must be delivered to them.

Create role clarity statements with people not for them. Here is a template.

What I have done a number of times with my clients is to create an operating structure based on a supplier-customer chain as a big picture, then put roles for people into the structure, and then matched people to roles. Do this exercise yourself. You will find a lot of roles should be made redundant, a lot of people would be better in a different role, and that you are nowhere near as effective and efficient as you think you are.

Involve your people in this exercise and you will revolutionise your business and likely the lives of many of your people. You will also see a great rise in people being engaged and accountable.

3) Invest time, energy, and money, every day in ensuring you have a shared-view with your employees and/or performance partners about

where you are (reality)
where you're going (possibility)
why you're going there (purpose)
how you will get there (strategy)
who will do what and when (execution)
how you will know you are on track (milestones and lead measures)
how you will behave along the way (values)

4) Stop appraising people instead have appreciation and accountability conversations with them

In the Australian Financial Review of 5th March 2014 I was drawn to the headline “Performance reviews get a bad rap from business” In the article Jon Williams of PwC Australia is quoted “It doesn’t improve performance. It’s just a bureaucratic system that everyone thinks they have to go through.” I couldn’t agree more.
I have been reading articles like this for decades. We are not learning. If you have an appraisal or performance review system get rid of it.

Instead have what’s worth celebrating and what could be better conversations with people informally as a part of every day work. At least every 90 days formalise the conversations and help people to create a performance plan for themselves for the next 90 days around how they will keep doing what’s worth celebrating and correct what could be better. 

People do not want to be appraised or reviewed, they want to be appreciated and helped to be accountable. When your people have performance plans as overviewed above, have conversations like those below with them. When conversations about performance are happening properly and are integral to every day work, performance reviews and appraisals become redundant and you will finally be able to bury them.

The Double A Technique (page 165 of my Changing What’s Normal book)

Ask: “How are things going?” 

When you get a positive response:  
Ask: “How does that make you feel?” 
(be quiet and pay attention) 

Then say, Great, Brilliant or whatever is appropriate. 

Then ask: “Any other areas I can help you with?” 
(be quiet and pay attention) 

When you get a negative response 

Ask: “What happened?” (be quiet and pay attention) 

Then Ask: “What do you need to do to get back on track?” 
(be quiet and pay attention) 

Then Ask: “Is there anything I can do to help you?” 
(be quiet and pay attention) 

Finally, Ask: “Anything else?” 
(be quiet and pay attention)

The above conversation is a basic starting place. To inspire accountability leaders need to excel at all kinds of communication and conversation.

A key is overcoming a reluctance to have conversations about performance particularly when there is conflict, disagreement and/or difficulty. 

“Managers Lack Courage to Have Difficult Performance Discussions” so said 63% of 750 respondents WorldatWork/Sibson 2010 Study on The State of Performance Management.

The same study says “58% of organizations rated their performance management systems as “C Grade or below.” 

“Is there any organizational practice more broken than performance management?  Asks Sylvia Vorhauser-Smith in an article for Forbes 16/12/12.  She goes on to say:

“everyone hates it – employees and managers alike 
nobody does it well – it’s a skill that seemingly fails to be acquired despite exhaustive training efforts, and it fails the test of construct validity – it doesn’t do what it was designed to do, i.e. increase performance.

Traditional performance management programs have become organization wallpaper. They exist in the background with little or no expectations for impact. Yet despite its poor popularity, the concept of performance (at an individual and organizational level) is critical to business success. It can’t just be ignored.”

If you are struggling to have authentic, candid conversations with your employees, you are not alone. Don’t be embarrassed. Admit your shortcomings and get help today.

5) Stop trying to manage people. Instead lead people and manage systems and processes

People management is a hangover from the long dead industrial revolution, the great dehumanizer, where we saw people as cogs in a giant machine. We all have a headache as result of this crap. People can’t be managed. We are, each one of us, a unique human being who needs to be treated as such. Lead people. Manage systems and processes. It won’t be long before you will have a clear head and a warmer heart. Productivity you have dreamed about will follow.

6) Ensure there is not a mismatch between what science knows and your business does

In a beautiful book “Drive - the surprising truth about what motivates us’, Daniel Pink says we are motivated by 3 things

He also says “There is a mismatch between what science knows and business does.”

What have you read lately in the fields of positive psychology, neuroscience, and biology, just to name three sciences. A lot of how we see and treat people in business is way out of step with what science is telling us. The evidence is overwhelming. Are you out of touch? or Are you in step?

7) Understand your real reason for being in business and be accountable to that

Profit is not a reason for being in business, profit is a result of being good at business.

What’s your real reason for being in business. If you don’t know, watch this Start With Why video from Simon Sinek.  If you still can’t work it out, please contact me and I will help you. Don’t be embarrassed if answering this question is eluding you. It is a tough one to answer.


My belief is that if we are honest we must admit that the way we’re working in most organisations isn’t working. We need maverick thinking followed by a radical transformation of the way we work.

I hope this article has got you going.

The cost of a lack of accountability in terms of time, energy, and money is significant for most businesses. Change what’s normal by adapting the insights above in your way and watch accountability levels go up as well as your business results.

I may be able to help you. 

Are you feeling a deep desire for and/or are you confronted with the necessity for personal, relationship, or organisational change?

Would you love to be able to guarantee you will succeed in your change/s and thrive on the associated challenges?

I can help you.

I believe that our personal peace, harmony between our personal and business lives, and the prosperity of our businesses largely depends on our willingness to be change champions. Helping  business leaders to be change champions is my business.

You probably know the stats, only 1 in 3 change initiatives succeed. My work with you is about saving you time, energy and money that you are currently unintentionally wasting, and so that you can guarantee you will succeed in the change/e you lead. Please contact me on +61 418 807 898 for a no obligation chat.

Be the difference you want to see in the world.

More insights to help you.

I hate the term human capital with a passion however there is some great insights here from Deloitte’s latest report about engaging the 21st century workforce.

This blog by Kevin Roberts, Worldwide CEO of Saatchi & Saatchi may also help you to find your why.

Understanding that we are all in the change business may help you too. Check out my blog about this here. 

The Fulfilling Lives worldwide online summit will help you too.

I am thrilled and honoured to be one of the people interviewed for this summit which will be hosted by Alicia Curtis 6 - 10 May 2014.