Cutting Edge Strategies for Change LeadersBrendon Baker2021-10-26T14:01:26+10:00
Most Popular – Change Leadership
Something I commonly see across clients is an obsession with the ‘What’ of your change efforts. Here's what you should be asking instead.
Most change tends to have a reason for its existence. Often we try to ‘Start with Why’, But what about when the change has already started?
A few weeks back, while recording an interview on a Podcast, I was asked about my career journey. Essentially - Why do I work in change?
Over the last few weeks LinkedIn has been serving me up a Telstra Small Business NBN ad. (The jury is still out on whether LinkedIn is aware of the regular dropouts I’ve been experiencing in my rural home office... )
My 18 month old daughter has an uncanny ability to create wonder. …In particular, she often has my wife and I wondering how in the world she makes such large messes with so little input.
As a Change Leader, you make a multitude of decisions everyday. But how often do you consider the effectiveness of your decision making?
Welcome back to my imaginary reflection office. This is a safe place to sit down, relax and take a moment to delve into your mind. This week I want to issue you a reflection challenge.
Can you force trust? Overwhelmingly your answer to that is likely to be in the negative. “Trust must be earned” is the old adage. But is there more to the picture?
Throughout the early 20th century the boll weevil decimated the American cotton industry. So why in the world would a town in Alabama erect a monument in this pest’s honour?
When you think of failure, is it predominantly a definitive failure (i.e. a finale) or a continual one (i.e. a process)?
This week, I have a question for you. When was the last time you truly failed? By this I mean gut wrenching, plate smashing, sleep destroying failure.
While taking a moment to decompress this week I stumbled onto this clip of Lee Mack telling the story of his first attempt at stand-up. During which he sent one of the legends of comedy, John Cleese, into a giggle fit.
Ever put on a pair of pants for the first time in 6 months only to find a $50 note in the back pocket?
But what if your teams are stuck at the opposite end of the motivational spectrum?
Can you generate even greater momentum from a team that’s already motivated and high performing?
It’s funny - Formal Risk Management is notorious for being dry and boring.
There’s something I see a little too often that simultaneously drives people crazy, while bloating out too many projects and programs: A Change Leader’s Ego.
It’s funny how what we consider technology has changed so dramatically. Now when we think of cutting edge tech, we think of billionaires heading to space for the thrill of it, or the latest in data analytics and AI. But just a century ago, cutting edge technology was simpler.
Valuable Decision Making is one of the most important elements of driving Valuable Change. Courage (or cowardice) when making decisions will make or break your change success.
As change leaders we so often venture into an unknown future (and ask others to join us!) But it’s so easy to get caught up in the business and distraction...
I’m guessing you’ve heard the age-old question – what came first, the chicken or the egg? Well, there’s another version that’s perhaps even trickier: ‘What came first, the culture or the ritual?’
There's something so Human about a faceplant!
As I type this, most of the country is either in lockdown or has closed borders with those that are. Some of those in lockdown have now clocked over 200 days over the last 18 months, others are in their 9th week straight with no end in sight.
I’m sure I’m not the only one who instinctively yawns when invited to yet another lessons learned session - Let’s look at how to actually keep your team’s attention during a learning session.
Ever heard of the Great Book Scare? It's a timely example of the impact of misguided attention.
Working with a client this week I was shown an interesting document. Not because of its content - but rather the way it created confusion within their team.
When I was in High School, my teacher failed my efforts at Creative Writing. For years I thought that I wasn't 'creative'.
How do you prepare your teams for unintended consequences?
The 7th principle of influence is Unity. Unity represents being ‘one of us’. Unity is powerful.
Leading with simplicity front of mind requires incredible boldness because it’s so exposed.
95% of change initiatives require someone, somewhere, to do something different. Sometimes this someone does do the new thing. And sometimes they don’t. As Change Leaders we really only have 4 options when driving change.
For those of you that are Canberra locals - you might have see a man limping around town this week. That'd be me.
Happy Friday the 13th everybody. Are you the superstitious type?
What if I said that LEARNING was more powerful than any amount of new project funding or new organisational resources? Would you believe me?
Benefits Management as it stands today is terrible. It's unintuitive and confusing. We need to return to simple, useful language if we're to have any chance at Valuable Change.
You may be surprised at how many projects simply do not have enough clarity about what they are actually doing. What should be a no-brainer is often one of the thorns that ends up crippling projects down the line. To fight this, you must answer the ‘Delivery 6’.
One of the Most Common Mistakes I See Change Leaders Make: The Money Trap.
Too often we look for the latest, cutting edge thing to keep our (shortening) attention spans occupied. New theories, new tech, new science, new approaches. But how often did we have something very good that we just let slip and drop away?
'Tall Poppy Syndrome’ is a leveling derision of anyone that assumes to better. Unfortunately it’s often twisted, and it's holding your projects back.
Seasoned Cynics respond to every new proposed change with ‘it won’t work’ – What can we do?
Newly energised individuals with great ideas, often shrink into a general monotony in just a few weeks. What can we do?
Why do we create these monster projects? Typically Big Vision + Big Project = A sub-standard result or worse, failure. So what can we do?