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One of the things my best mate likes about me is that I’m not afraid to (politely) ask for what I want. (Accepting, of course, that I may not always get it). This is often helped by a side-order of cheek – I can’t help it, it’s genetic. 

Let me just say for the record – I know you’re fabulous. I know you’re uniquely skilled to do what you do, and they’d be lost without you… 

(Yes, you guessed it, there’s a ‘but’ coming) 

…but…what makes you think it’s all down to you? 

Picture the scene: I’m on my way to work with an amazing client and facilitate their workshop. The prep is done, the agenda is set, and I’m ready!

I had the rare experience a couple of weeks ago of coming close to losing my cool. 

In the same 4-hour period I had an emotional personal blow, an annoying work blow, some (helpful) but very direct feedback that felt like a sucker punch and, finally, a scheduling nightmare (not my creation) on a very important meeting. 

Layering in additional stuff just leads to distraction and overwhelm. All organisations have a finite capacity for change – regardless of how much money you choose to throw at it. 

It might not surprise you to know that one of my most annoying habits as a child (I’m told there were several) was relentlessly asking why.  

I didn’t accept anything on face value. And the arbitrary ‘because I said so’ was like a red rag to a bull to me. 

What have you learned about making change stick in the pandemic?

We all need a safety net of collaborators and friends to turn to in a crisis, but how do you maintain these relationships to ensure a network of trusted advisors when needed?

The pandemic has shown us that there are better ways to deliver change – cheaper, faster and with fewer people.

Heavy, cumbersome transformation programmes have no place in a post-COVID world.

Research from McKinsey and Company shows that 70% of all transformations fail – and not communicating a powerful vision is a key contributing factor.