My aspiration is to work with organisations who aspire to make lasting changes in their business performance. In my experience, to make this happen, certain conditions and beliefs usually exist within the organisations as well as with the leaders I have successfully worked with.

These key attributes include:

  • Understanding the different approaches to management consulting, and hence seeing the value added in approaches that help them to perceive, understand, and take responsibility themselves for acting on the factors blocking organisational performance and excellence;
  • A commercially driven need to make significant changes to the culture of their organisation;
  • A belief that leadership is the differentiating factor in enabling and sustaining change;
  • A personal commitment to investing in self-reflection, receiving feedback, and in improving their personal performance, and understanding how this links to individual/team/organisational performance;
  • The belief that behaviours and the well-being of their people are of strategic importance to their business;
  • A commitment and confidence to deal with behaviour that hinders required business performance, and the will to support all leaders in the organisation when they need to address and eradicate performance -diminishing behaviour;
  • If they are not currently a leading commercial organisation in their business sector, the aspiration to be it – locally or globally;
  • An openness to change the way they think about people, and an understanding that building their human capital cannot be satisfied by traditional training alone.

And in terms of their attitude to organisational change:

  • They understand the need to engage simultaneously at organisational, group and individual levels in order to achieve fundamental and sustainable change;
  • They are prepared to consider all systemic influences which effect organisational behaviour and performance;
  • They recognise change does not happen overnight, and are therefore committed to approaching change as a process, not an event;
  • They understand the need to be able to embrace uncertainty, that breakthroughs in organisational performance rarely occur without setbacks, and misunderstandings or apparent failures can provide rich data for learning;
  • They see the value in consulting approaches that aspire to transfer knowledge and capability to their organisation/teams/individuals, in order to allow them to maintain their performance without repeated outside assistance.
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