A few years ago, I was called in to consult for a large IT transformation programme in healthcare. It concerned a large teaching hospital over a number of sites across a major city. The change would be so radical to current working practices that the systems provider had even built a simulated ward where the […]
… is it possible to go deeper and help individual team members engage with matters beyond their individual domains in positive ways? Specialists can show up to meetings as generalists, and they discover in a culture of honour and respect that they can engage with others with empathy and greater influence.
Earlier this month I had the opportunity to interview a couple of my clients from the British Antarctic Survey: Linda Capper, who is the Head of Communications, and Andy Jeffries, the Programme Manager for the new polar research vessel, the RRS Sir David Attenborough. I was honoured to be invited to the launch of the […]
In my last post, I began to explore radical transparency from a the example of a client organisation. To lead transparently generates trust. This kind of leadership shows up before people with integrity. However, a lot of leaders baulk at precisely this invitation to transparency. It is a vulnerable place, and for some, it is […]
Some years ago we conducted some research into high performers in project management, and one of the outstanding differences between them and the control group was a significant behaviour we called Leaning to People. The high performers seemed to get their results because they gave time to the critical relationships around themselves. This behaviour was an […]
Change management –– or change leadership, as I like to call it, –– is a big subject. So many books have been written on the subject, and there are more books every year. I know this because I was a contributing author to The Effective Change Manager’s Handbook, the standard reference of the global Change […]
According to Professor Bruce Lloyd of London’s South Bank University, “The critical issue is, not change, but trust.” Bruce Lloyd This is consistent with research by Patrick Lencioni’s Table Group, San Francisco. In his, The Five Dysfunctions of a Team: A Leadership Fable, Lencioni illustrates how in an executive team trust is a fundamental platform […]