Musings

One of the biggest lessons I’ve learned leading organisational transformation is this: You can’t communicate people into commitment. You have to involve them. Throughout my career, I’ve worked on large-scale change programmes, organisational redesigns, service transformations and operating model development. I’ve seen beautifully written communication plans. I’ve seen detailed implementation roadmaps. I’ve seen comprehensive governance…

I rarely use the phrase “resistance to change” anymore. Not because resistance doesn’t exist, but because I think it often leads leaders to ask the wrong question. Check out a short video on this here. Instead of asking, “Why are people resisting?” I now ask, “What are they protecting?” Sometimes people are protecting: – Certainty…

I’ve noticed something interesting over the years. The leaders people remember most during periods of change aren’t always the ones who had all the answers. They’re the ones who made people feel supported. When uncertainty increases, people naturally look for certainty. As leaders, we can’t always provide certainty about the future, but we can provide…

Every organisation is changing. The question isn’t whether change is happening – it’s whether leaders have the capability to lead people through it. That’s one of the reasons I developed the Leading Through Others framework. For many organisations, change programmes focus heavily on governance, timelines, milestones and implementation plans. All of those things matter, but…

One of the biggest leadership myths is that people resist change. In my experience, that’s rarely true. People resist confusion. They resist poor communication. They resist feeling like decisions are happening around them rather than with them. Throughout my career, I’ve worked alongside organisations navigating restructures, service transformation, operating model redesign, system reform and significant…

One of the biggest misconceptions about accountability is that it requires leaders to stay close to every piece of work. I’ve learned the opposite is often true. The strongest accountability I’ve seen doesn’t come from leaders constantly checking progress, but instead from leaders who consistently coach people to think for themselves. That takes patience. Sometimes…