One of the greatest things about working in learning is the boundless
curiosity of those around you; unfortunately it can also be one of the worst
things about our profession too. We are, far too often, enamoured with the
latest shiny thing and, as such, open to the accusation that we’re “fluffy”
rather than commercial.
Yet our role in business is simple: to make it better. Our
job is to improve the quality of our people and make the organisation better at
what it does. As Sergei would say “simples”…
So why do we often get it so wrong?
Continue reading “A High Tide”
The recognised wisdom about organisational change is that we do not change people – they choose to change for their own reasons. This means the unit of change in this process is ONE. It is not about one-way briefings or team sessions – it is about the individual. This means the ‘real’ dialogue about change is about ‘What’s in it for me’ (WIIFM) and takes place in private in short structured sessions between a colleague and his/her Leader. In 2013 I interviewed Morten Mortensen, APALOC Head of Contract Management for Maersk Singapore, about how he was coaching for change leadership and checking the temperature of employee response to change.
Continue reading “Leadership Interview: Morten Mortensen ‘Checking the Temperature of Employee Response to Change’”