Mike reflects on the failure of our standard approach for enabling change and the need for organisations to make a more mindful effort in helping people learn to adapt.
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No one knows what’s happening next. Right now we cannot underestimate the impact this uncertainty is having on us and our teams.
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Mike shares insights on what we learned about working in lockdown and how we can make the most of what we’ve got.
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We’re interested in transition after lockdown from working from home to returning to the office. Please help us by completing our short survey at the end of this blog.
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Whether we make the most of opportunities and manage risks comes down to our ability to learn fast, and more importantly what we learn from failure
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Mike explores the new ecology of work - the changes and choices that are emerging for how we will work and enable a bigger better contribution in our roles and organisations
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Mike talks about how we adjust to our changed reality at each lockdown stage because while the world may feel familiar, it is different
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Mike reflects on how the past shapes our thinking, and what he’s learned to love and what he’s learned to let go of during lockdown
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What damage and opportunities will we see across our customers, competitors and suppliers when the ‘fog of war’ lifts? Dr Mike suggests the posture leaders can take to be ready to advance when we emerge from the pandemic.
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In this blog, Mike reflects on how we deal with the reality that no one knows what the future holds. What can we trust about the way the world is going to be and how we’re going to be in it?
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We all face some tough decisions as we think about life after lockdown, at a personal level and at a business level. Our country’s leaders must make one of the toughest calls that could ever be made, a decision that has life and death consequences either way.
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COVID-19 is one of the greatest challenges any leader will face in their career. There are no certainties. The scope, scale and significance is unknowable, and the secondary effects on the economy are potentially even greater than the outbreak itself. How will you meet that leadership challenge?
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According to McKinsey, half the in-person programmes in North America and nearly all the events in parts of Asia and Europe have been postponed or cancelled. But as the authors say, companies simply can’t push the pause button on critical workplace learning, even as they rush to put employee safety first.
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In this blog Mike talks about the transformation he’s seen working directly with a client, Active VMA, who are moving further and faster. As Troy, their Production Manager says “getting shit out the door faster than ever”.
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I found the process of exploring without purpose was good for my soul. We spend so much of our lives being purpose driven and outcome driven – I've got this objective by that date as a step towards that long-term goal. And of course, as an Achiever on the Enneagram scale, my need to hit targets of any kind is hard-wired.
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I don’t have McKinsey’s fabulous research resources, so I can’t prove my theory, but I believe self-awareness and a learning mindset are essential in any stage of an organisation’s development. As Jack Welch said, “when the rate of change on the outside exceeds the rate of change on the inside, the end is near.”
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