About this Blog

What you do is what you do, isn’t it? Nothing special there. What I do is work mainly with civil society organisations, but also some public and corporate sector outfits, to help them change. For the better. For good. If you provide a list of the things you do, the services you offer, like strategic planning, leadership development, corporate governance, culture change and performance management, they are just words.

And tricky sounding words too that put you off and imply more questions than they answer. So, this blog is about the stories, the joys and the woes of making tranformative change happen (on a good day) and when and why it doesn’t (on a bad day). And this blog is dedicated to my daughter who asked the question a few years ago: ‘What do you do again, Dad?’

Ensuring your board counts: How BoardsCount Panorama works

Take Away Line BoardsCount Panorama offers great value: after an engaging online experience, it provides you with a high quality report from which your board can agree its areas of collective strength (and build on them) and also any areas to be strengthened.  The service is grounded in research, has been tested in consultancy practice…

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Ensuring your Board counts: How BoardsCount Panorama can help your organisation

Take Away Line There are plenty of examples of where boards may fail to spot the big shocks that will have a significant impact on their future success, the bank crash and Brexit being just two examples of potentially existential threats to organisational viability that many organisations in the UK failed to model.  But the…

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Genies, personal spiritual growth and organisational life

Take Away Line The image of the genie is sometimes used to convey the idea of the vast potential for growth latent within all of us, growth, which Jungians hold, is our natural desire for individuation. But can this urge, essentially something usually seen as a matter for the individual  to accomplish alone, also be…

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Heroes and Villains: Branding and the Dangerous Deployment of Archetypes

Take Away Line To be aware of brand is to deploy Jung’s theory of archetypes. All major brands deploy archetypes. A complex idea, archetypes allow leaders and marketers to associate their product, service or organisation with a dynamic force in human psychology for their benefit. But, beware! There is also a dark side that can…

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Silvertop Surfing: Ageing, the Midlife Crisis and Individuation

Take Away Line Jung gave insights into the psychological processes that take place in the second half of life. Work organisations need wisdom of this nature better to make judgements about their futures. But few seem to understand or support the maturing process towards individuation and focus instead on the apparently mad impulses of mid-life…

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I’m not paranoid – I’m just isolated: coaching reflections on how our thoughts can mask facing up to the real issue

Take Away Line All of us have these little annoying loops that go round in our minds. They can sometimes appear almost paranoid. But can we think of them as purposeful in anyway? Sometimes they can mask a bigger concern, distracting us from tackling that bigger concern. Here’s a coaching tale of working with these…

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In praise of recognition, but not praise itself: coaching reflections for leaders

Take Away Line Half-hearted praise does as much for self-esteem as casual criticism. If you want to build the confidence of your people, they need to feel recognised not praised. And that’s about how you engage with them. Whole-hearted and fully present engagement may sound ungainly as a phrase, but it’s the trick to build…

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Changing and not changing: midsummer maternal madness and understanding resistance in a coaching situation

Take Away Line An organisational community can be torn over questions of change. All too often, as in the case presented here, resistance can be configured as a monolith to be crushed or avoided. But working with an organisational leader to deal with resistance, considering it as a source of intelligence while thinking of the resisters as…

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Organisations, Doctor: a suitable case for treatment? Or, when a board is wrong, it can oddly also be right.

Take Away Line It’s generally well worth looking below the surface when faced with a consultancy assignment. What’s asked for can be odd, appear wrong, but beneath the surface, there may be a more than valid request for help, but expressed in a way that masks the deeper challenge.  Framing this challenge in medical language,…

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The Danger of Ignorance or why Good Corporate Governance is important

Take Away Line If there’s anything we can learn from the collapse of the banks and other major institutions, it’s that their boards have to be more than a mere shadowy presence: their input matters.  The consequences of weak governance can be hard to spot until it’s too late.  Underpinning weak governance is ignorance –…

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