The process, tools, and techniques to manage the dynamics of organisational change to achieve successful outcomes.
Mineral Resources Authority Leadership Forum 2017 The Mineral Resources Authority of Papua New Guinea invited me to be a guest speaker at their 2017 Leadership Forum. The purpose of the leadership forum is to assist MRA's senior managers to tackle the difficult issues around change [...]
It's not change but ambiguity that people resist During the Leader to Leader Forum for Siemens in 2014, I spoke on Change Management, and I sat with the CEO while we answered questions from the audience on the challenges of leadership. My premise was captured [...]
Flashback to 2012 and Change Management 601 was the top learning module of the year In 2012 I wrote a Learning Module for the CEO Institute entitled: Change Management 601. It was the Top Learning Module for 2012. Purchase your copy of the Learning Module [...]
Best in Executive Leadership Training: Ric Willmot Cam Oliver Lemmon recommends Ric Willmot as the best for Executive Leadership Training "If you want THE very BEST in Executive Leadership Training in all areas, Ric Willmot is the man to follow."
It's always a challenge to achieve buy-in from key stakeholders for organisational change that they themselves have not initiated. Change is a process, not an event. It’s made by individuals — first and then organisations. Therefore, you necessarily must engage the people who are the key [...]
Arrived in Kokopo today in readiness to work with a fabulous group of managers and leaders tomorrow. Kokopo is the capital of East New Britain in Papua New Guinea. The capital was moved from Rabaul in 1994 when the volcanoes Tavurvur and Vulcan erupted. As a [...]
Change and transformation A consulting client, a small transport business, is already quite successful. Fortunately, the owners acknowledge there is still so much more possibility. They also acknowledge and embrace the concept of objective, external input. One of their priorities is a change in organisational [...]
“... it ought to be remembered that there is nothing more difficult to handle, more doubtful of success and more dangerous to implement than to take the lead in the introduction of a new order of things.” So wrote Niccolò Machiavelli more than 500 years [...]
Excuses for not trying to improve business outcomes You no doubt have heard those mercurial words, "Yeah, we have already tried that, didn't work." The response by your colleagues, employees, or peers to your request for improvement (or advice) needs to be diagnosed. They may [...]