After decades of productivity and efficiency programs, organisational capacity is at an all-time low.

This article looks at the outward and visible signs that capacity is limited, including a diagnostic tool to help you assess your own environment, and the tactics that will help build and optimise capacity in your teams and yourself.

The Ultimate Change Capability Matrix. A matrix that includes the capabilities that a change agent really needs in our uncertain, volatile and changing world.

This Matrix goes beyond the traditional expectations of a change agent, and sets out the capabilities that many of us use daily to be successful.

Expect to see capabilities that touch on sensemaking, trust, emotional capacity, strategic acumen, authenticity and energy management, as well as tough conversations, conflict management and storytelling.

Asking questions is a superpower. A great question makes a big difference.

Use these questions to explore, to challenge, to ask permission or to show compassion.

Sustainability is a hot topic with most organisations having statements of their intent, making commitments to targets and promoting their new-found beliefs. In a competitive and challenging business environment.

Are their statements ‘greenwashing’, or a genuine belief? What can we learn from behavioural change?

The Superpowers that will be essential to any change agent in a volatile and changing world.

If you feel that the art and skill of change management is not valued as much as it should be, this article is here for you.

We offer up the three killer questions, six limiting beliefs to explore and seven factors for success.

Humans are predictable. We may seem irrational at times, but we are predictably irrational.

If you understand how we are predictable, you can predict the choices that we may make. No surprises.

Work smarter, not harder.

Does it feel that making decisions in your organisation is hard? Have you tried to set roles in decision-making, tried different processes, but none of these seem to work?
If you do the same things, you will get the same outcomes. It is time to think differently about decision-making.

Imagine a world where you can diagnose the likelihood of a change being successful in minutes. This is what the Three ‘killer’ questions give you.

The power of the questions comes from the self-awareness they cause in the stakeholders, sponsors, and team.

Looking for more energy in your virtual (and regular) meetings? Feeling that they are a bit ‘flat’?

We have some great suggestions to get them back up and running again. From the rituals around the meetings, to exercises that you can use.

This article is full of useful and practical advice you can use today.

How we, as leaders, respond in times of crisis defines our leadership. As the world around us redefines how we work, our leadership needs to adapt with it.
This is the time to use our empathy, our emotional intelligence, and our communications as leaders, to provide an environment where our teams can thrive in difficult circumstances.

Knowing what motivates humans in organisations to change allows us to focus our team’s efforts on what works rather than spend time on what doesn’t. It is simple and comes down to just one thing.
Once you know, and can recognise how we make our choices, assessing the risk and building a change strategy or approach becomes easy.

A toxic culture destroys your value. This article looks at the root causes, how you know you have one, and what you can do about it.

How to fix a toxic culture includes eight tactics, six causes and a 20 question checklist to assess your own culture.

We would all like to be better leaders, more effective in creating the followership we need to achieve our vision and outcomes.

Imagine if you had the secret to being a better leader, and it is something that you can try today, this minute, with your teams.

Applying our deep knowledge of behaviour, and the irrational, but predictable choices we make as humans, we have ten things that will make a difference for you.

Imagine having a conversation with one of your leaders to advise them on shifts in their leadership style, the style that they believe has made them successful.
This article looks at why a tough conversation is important as a tactic, why we avoid them, and offers practical steps to being fearless.

Change is in the air, and it is time to prepare yourself to lead it.

In times of change, there is a lot of flexibility you can use to shape the future for you and your team, if you choose to.

If you do not shape the future for you and your team, someone else will shape it for you!

Our teams are part of the flexibility that provides us with our competitive advantage. They are our special sauce. As their leader, it is our obligation to harness and lead that specialness.

As organisations scale, the loose networks that enable small organisations to feel personable and nimble, can no longer cope.

Barriers and silos form, defensive walls go up, the communications between teams become formalised, and centred on process.

Some simple behavioural tricks quickly reduce the barriers, enabling the flow of communications and goodwill.

We are curious and read widely. We collect different articles and research papers which relate to our work. Here are some of our favourites, that we share often:

When a rational plan meets the people it often doesn’t work the way you thought it would. Things run late, things get in the way, others do not see the good in what you are doing and resist making the changes you need.
Imagine if you could predict these outcomes and plan for them, where the plan is right first time, every time.

So, you want to change the culture? Learn what creates a culture and the simple steps you can take to change culture - which may not be the ones you are familiar with. Practical, tactical advice.