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When transformations go wrong and what to do

Lessons all executives should know from a former Senior VP at Apple.

Build an "atmosphere of trust” that you are proud of

Rapid growth in BlaBlaCar’s global community is a good lesson for executives.

Two good reasons to speak up about problems at work

Learn to put responsibility where it belongs. It’s good for your health and business results.

How to find the best person to lead change initiatives

Look for a leader with a proven-record of delivering change based on these five factors.

Change conversations that work

How to motivate junior managers to change.

Relaxed concentration is the name of the game

How angst can defeat change processes and how to deal with it.

Breaking up the rule-breakers

Do you want to stop people breaking rules at work? Here’s where to start.

Change indicators: the three-point line beats the bottom line

Pivotal indicators are essential for all change improvements.

Why dialog is the secret sauce in change recipes

It takes time. It’s tough. But it leads to deep, lasting culture change.

How to lead with clarity, in fast-evolving situations

Emergency drivers use COAST. Right now, global managers can benefit from it, too.

If you’ve got “remote” problems, don’t hide them

Realistic reports, not Bulletins of Brilliance are the best option right now.

Do your global managers know what your key indicators mean?

Knowing the three different types of key indicators will increase your performance.

The 3 dimensions that accelerate your organisational change

Clarity – not slogans or communication style – speeds up transformations.

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Client Testimonials

You have brought a direct positive impact on our sales… because people work more customer-oriented. Our efficiency levels... are continuously growing.

AL Managing Director

Leading this product launch has taught me to be effective doing what I find naturally easiest – using trust and supporting people each step of the way. It augments my chances of making sure future product launches are as successful as this one.

MN Vice Director - Medical Marketing Europe

This process allowed people to re-appraise how this [senior team of managers] group was functioning or, rather, not functioning correctly. The tendency for each member of our group to see himself as an isolated beacon of excellence – which acted against the vital need for cooperation between members – were eased and communication is already becoming more 'normalised'.

RS Senior Director

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