Most Recent: 2025
Change is inevitable. Whether in business, communities, or our personal lives, change is a constant—and in every instance, someone is leading it. Leadership during change is not limited to formal positions or job titles. Every day, in countless ways, individuals step into roles that influence, guide, and support others through transition. The question is: what kind of change leader do you want to be? In many traditional models of leadership, success has been closely associated with...
The conversation around women in the workplace is one of both logic and emotion. Objectivity is often the aim, but personal experiences—whether overt or subtle—shape the way we engage with this issue. The truth is, for much of history, the world was built by men, for men. While progress has been made, deeply ingrained structures and biases remain, making gender equality in professional spaces more challenging than it appears on the surface.
People’s favourite word in change is RESISTANCE. We seem to not be able to talk about it enough. The problem is that many times, the thought of resistance stops us from doing something because we are either afraid of it or just don’t want to deal with it and this causes big problems for us...
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There are so many different theories on how to lead change. Tom Peters says we should not discuss change but organisational revolution (Peters,1991); Chris Argyris talks about change management as flawed advice (Argyris, 1985); Kotter puts forward a top down change transformation process (Kotter, 1995); Beer, Eisnestat and Spectors, discuss a bottom-up process (Eisnestat and Spectors, 1990) and that is just to name a few ways of looking at this aspect of leadership.
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With all the talk about generative AI, the impact it will have on people, businesses and industries, I started to think what will be the impact on change management and particularly the role of a change professional? And I realised that change management, like potentially most professional roles, is actually split into two halves with one being science and the other being art.
A New Renaissance in Leading Change at the Most Disruptive Time in History Workplace Insight Magazine (1 July 2024)
Last January, we talked about the three biggest disrupters of our time: technology, UN sustainability goals, and societal shifts. These three disrupters have put us at a cultural crossroads we have not experienced for 100 years. As a result, we need to think differently when it comes to decisions about leading change. The world will not look, feel or be the same in 10 years time – we will not interact and live the same as we do now.
What is the Role of a Change Manager Workplace Insight Magazine (3 June 2024)
There seems to be a constant debate as to when a change manager should join a project based on the perceptions of what a change manager does. Many change managers feel they are brought onto a change programme only once the programme/project team realise they need to start communicating to the business about the change. The fact of the matter is that...
A Lightbulb Moment About Mental Health and Managing Change Workplace Insight Magazine (27 March 2024)
According to the British Medical Association, the rates of mental illness have been steadily increasing in adults and at an even higher rate for children and young people over the past five years here in the UK. Resilience is often discussed as that aspect of mental health and coping, which is paramount to the ability to spring back during adverse circumstances.
Why is Change Leadership Essential for Business in 2024 Women Thrive Magazine (6 February 2024)
Businesses typically focus on the tasks that are involved in change – creating a project plan, communications, training, etc. They are focused on the tasks of getting things done – ‘if they build it, the people will come’ mentality is typically used. That may have worked well during a time when we could reliably have a reasonable idea what the future might hold, however that is not generally the case anymore.
The Three Biggest Disruptors of Our Time Workplace Insight Magazine (30 January 2024)
When we look at the context for change, we many times just look internally at what we think needs to change for whatever reason and then set about making that happen. Rarely do we think about what is going on for the people within the organisation ...
How to Find Your Work Identity Again After Your Children Leave Home in Family Friendly Working (4 January 2024)
My eldest just left home for University and I have found this change quite difficult and challenging, emotionally, for me. I wrote an article nearly 10 years ago now, about ceasing the end of having a ‘work identity’ and instead talked about how we need to use our personal identity at work – in other words, be who we are rather than feel we have to be this super human person that has no life outside of work. And I feel this concept is not only even more important now, after the pandemic, but more accepted, welcomed and encouraged...
Habit Forming IN Magazine (Nov 2023)
"Let me show you the new office!" A Friend Fizzed with pride when it came to giving a preview of the new post-pandemic office layout at her big-name technology company. What stood out during a short virtual tour was how she was focused solely on the newly configured collaboration and social spaces...
Is There Ever Genuinely A Good or Bad Time for Change? Workplace Insight Magazine (Sept 2023)
There are two questions, regarding change, that seem to plague quite a lot of people: “is there a good or bad time for change and is there a good or bad change?” Now it may seem the answers would be quite straight forward , but probably as no surprise the actual answer is “it all depends”...
What are the main issues that stop people embracing change? Workplace Insight Magazine (June 2023)
Many times we talk about resistance – the resistance to change – how we manage it, the reluctance of having to deal with it, the disruption it causes either positively or negatively. But rarely do we talk about why people are resisting. Taking a people centric approach means looking at resistance to change through a different lens ...
Do You Have a Crystal Ball in Leading Change? Workplace Insight Magazine (April 2023)
If you think about a change that is happening to you, in some way, right now – how are you feeling? Are you feeling scared, anxious, worried or happy, excited, looking forward to it? The same thing happens with a workplace change. Some people like the old ways of working because they are use to them, whereas others are looking forward to the new ways of working ...
Do You Walk or Talk People Centric Change for Success? Workplace Insight Magazine (February 2023)
In previous articles, I shared that there is a McKinsey report...With that said, organisations can no longer afford to get change wrong – they have to get it right and right now. And one way of doing this is to focus on people centric change ...
Why Should Anyone Care About Your Change, Workplace Insight Magazine (October 2022)
Whenever I first meet a potential client or am brought onto a new change project, there are three questions I ask: why, why now and why should anyone care about your change? ...
Is Change Your Enemy or Your Friend? Workplace Insight Magazine (July 2022)
Is change your friend or your enemy? If you are a young person leaving home for the first time and are excited about the prospects of striking out on your own – change is most likely your friend. But if you are the parent, watching your child leave the nest, and your close protection, then change could very possibly be your enemy ...
Hybrid Working and How We Escape the Constraints of Leadership, Workplace Insight Magazine (April 2022)
What are the constraints, the “ropes”, of organisational change? They are a mix of the internal and external, the hard and soft – covering everything from industry regulation through to layers of company policy and customary practice, but what’s being constrained? ...
Building Resilience in a Changing Environment, Workplace Insight Magazine (February 2022)
For decades, it has been agreed that change is a constant. So doesn’t it stand to reason that before a change or crisis happens, an organization should have the ability/resilience to transform? ...
Successfully Managing Change in the Workplace, Corporate Real Estate Journal 8.1 (October 2018)
To really invoke change and enable people to adopt to a new way of working, this paper highlights the role of communication, what is change management and gives a demonstration of the ABChange model which enables leaders to manager their people effectively through change ...
No More Workface,
AECOM Blogs (August 2014)
For the future workplace, I started to think that leaders and managers may not only need to look to define boundaries from a task perspective, but also in a behavioural and personality arena ...
Journey of Leadership in the Workplace, iCroner (June 2014)
For well over 100 years, the workplace and environment in which we work has constantly evolved along with the skills required by managers and leaders of organisations. I have argued in this article that we can confidently anticipate that employees will be motivated
by methods that involve the whole person, not just one aspect of them as people ...
Lead Behaviour, Coaching at Work (July 2012)
The ABChange Model doesn't tell leaders how to lead change - it shows them how to lead change effectively. When faced with company upheavals and external re-modelling, such clarity is invaluable ...