The mirrors, signal, manoeuvre is a safe driving routine used to avoid dangerous or potentially dangerous situations. Changing lanes on a fast-moving highway without checking the mirrors and signalling intent could have fatal implications.
Unfortunately, the routine often gets ignored or used incorrectly.
Just as on the road, in business the routine does not get used resulting in loss of competitive advantage.
Read MoreYou cannot manage what you don’t know. So how can you ‘manage’ unprecedented change?
That makes ‘change management’ an oxymoron.
I argue that you can’t. You can only ‘adapt’ to it.
Organizations that embed adaptability to change into the essence of their being are the ones that will not only survive, but thrive in the face of whatever is thrown at them.
Read MoreSuperteams can give organizations the opportunity to re-architect work in more human ways, leveraging technology to elevate teams’ ability to learn, create, and perform in new ways to achieve better outcomes.
Read MoreWe are waking up to the reality that work is what we do, not where we go.
Whilst leaders of multinational organisations may have been leading hybrid teams for many years, for most of our leaders they have never done this before.
This is a new challenge facing many of our leaders and the reality is that most are not equipped to deal with it.
Read MoreLeaders have to give employees more freedom – autonomy – to choose how to shape their work environment in ways that allow them to perform at their best.
When you align employee passion and interest with organizational needs will improve performance at the individual, team and organizational level.
Read MoreMaking the shift from“survive’ to “thrive” depends on an organization becoming distinctly human at its core - a different way of being that approaches every question, every issue, and every decision from a human angle first.
Organisations committed to looking after the mental well-being of their people create an ecosystem of information, instruction, interactions, interventions and integrations - the five I’s - that are not bolted on to work as an after thought, but embedded into the fabric of the organisation through both intentional and thoughtful design.
Read MoreAs we start 2021, none the wiser of what it will look like as we did at the start of 2020, I thought I would take a look at the LinkedIn articles I wrote during last year which grabbed people’s attention.
I have listed the top 5 based on the number of reactions the articles received rather than the number of views. That is, I have counted the ones readers took the time out to like, celebrate, support, love, found insightful or made you curious.
Read MoreDear 2020,
Today is the 30th December 2020 and I wanted to write this letter to you before the year closes out and we welcome in your successor 2021.
We talked endlessly about resilience in the face of constant, unprecedented and uncertain change, but did little about it.
Before you go, can you have a word in 2021’s ear about that last point and ask 2021 to have a word with me before f**king it all up like you did?
Yours, Karen
Read MoreAt the start of this year, I was engaged to undertake organisational change management (OCM) on a significant project for a very large organisation in Australia.
The first physical meeting with the project sponsor was on 2nd January 2020. It was also the last!
The entire organisation change has been conducted virtually and was a resounding success.
Read MoreThe CIO has to whisper about the trends and technology that are reshaping the industry in which they operate, and how the organisation can leverage these trends to grow market share and gain competitive advantage. They have to whisper about how technology will drive the business strategy and increase performance.
Read MoreA recent McKinsey and Company article by Jeffrey Pfeffer and Leanne Williams entitled “Mental Health in the Workplace: The Coming Revolution” contained some disturbing statistics.
COVID-19 has only served to exacerbate the mental health issues experienced by employees.
Based on analysis by McKinsey, COVID-19 could result in potential 50% increase in the prevalence of behavioural health conditions.
Read MoreThe COVID-19 pandemic has forced many organisations to seriously reconsider and/or revise their employee working arrangements.
Whilst the question of whether everyone needed to be in an office location had been endlessly discussed, the 2020 pandemic answered the question loud and clear. No.
Individuals and organisations have realised the benefits that could be gained from a WFX arrangement. This is a great time of organisational change.
Read MoreI have no problem with organizations investing in providing employees with access to Mental Health First Aid (MHFA) Officers. My issue is that doing that alone, does not cut it.
Firstly, we need to prevent mental health issues from happening - not try and fix it after the event. Secondly, without removing the stigma of mental health in the workplace the initiative will have little or no positive impact.
There is no band-aid solution.
Read MoreWhilst it looks like there is light at the end of this pandemic tunnel for some, for others it just looks like a train coming in the opposite direction.
Organisations should be investing in building workforce resilience now and help alleviate the stress and anxiety that leads to fatigue and burnout.
As and when we start to emerge from this pandemic the stresses and anxieties put on our employees will only be amplified.
Read MoreI am sick and tired of talking to organisations who tell me that they have got this workforce resilience thing covered because they ran a workshop 6 months ago or they have kindly furnished their employees with an app that will support their mental wellbeing.
Read MoreFatimah Abbouchi - Agile Management Office - talks to me about all things Change Management in the Agile Ideas Podcast #60.
Read MoreThe CIO has a role as an advisor, educator and evangelist. The CIO has a responsibility to ensure that the rest of the C-suite and business leaders are guided, educated and inspired about technologies and how they can be applied in the business to achieve the desired digital transformation.
Read MoreBack in 2016, Gartner estimated that by 2020, 100% of IT roles will require an intermediate level of proficiency in business acumen.
That starts with the CIO. The CIO has to move from being a functional leader to becoming a strategic leader.
This means developing deep business acumen. It will not be possible to deliver on a digital transformation without an in-depth understanding of the business. The CIO has to be a business partner.
Read MoreGartner predicts that by 2021, “CIOs will be as responsible for culture change as chief HR officers (CHROs).”
A partnership with the CHRO is the perfect way to align technology selections and design processes to shape desired work behaviours .
Successful digital transformation and the future of work depends on the CIO and the CHRO working together as enablers and decision makers to further organisational goals.
Read MoreIn a world where the speed and volatility of change is ever increasing, we need to stop talking about managing resistance to change and start talking about building resilience to change.
The World Health Organization describes stress as the “global health epidemic of the 21st century.”
It is time to unleash The Resiliator!
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