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CEO's, Change, Transformation & Randomness

February 20, 2019

“How many shrinks does it take to change a light bulb? One, but the light bulb must want to change.”

 

I was out walking along the beach earlier with my family. At the top part of the beach path were a set of trees, they all had a particular shape to them. Without fail, when you are walking along this coastal path, the wind always blows in from the sea, so the trees and vegetation are shaped by the strength of the wind.

 

I was going to write something about how our environment, childhood, company culture shapes us but I didn't. Another Blog subject maybe.

 

Here's how my daughter, aged 11 years, described the trees; "they are covered in the wind...". Okay, I'm somewhat bias but I found this description fascinating. My daughter didn't spend much thought on this - it just came to her. Natural free play and imagination are second nature to children, having this unbiased landscape of language without the trappings of over thinking.

 

This blog is not about trees, not about walking, not about my daughter and not about the wind. However, together they bring about a presence of 'letting go' and out of this non-thought, stuff, creative things happen.

 

I've brought together some random (not entirely) material on CEO's and working with change and transformation.

'Coaching cannot change you one iota unless or until you’re really committed — until you have skin in the game'

 

from https://hbr.org/2013/08/get-the-most-out-of-executive

'help emerging leaders to identify — and overcome — their limiting beliefs, behaviour patterns, and interpersonal difficulties'

 

'develop essential skill sets to manage direct reports, communicate more effectively, develop sound strategic plans, and implement action plans for success'

 

'maintaining a calm, steady presence in essential meetings in the C-suite or with colleagues across the organization'

 

all from https://hbr.org/2016/01/how-mindfulness-improves-executive-coaching

'challenging the foundations of the firm’s business model, creating a fresh vision for growth—through new products, services, and value propositions—and committing to see the program through to its conclusion'

 

'revenue growth - Digital investments are most powerful when they directly improve customer loyalty or generate direct and quantifiable business value.'

 

1. They take decisive action quickly and launch formal transformation programs.

2. They unlock immediate gains to fund the journey and tell their story in the market.

3. They include a clear second chapter in the transformation to boost growth.

4. They are willing to make changes to their team.

5. They commit to long-term transformation programs with sufficient scope and scale. 

 

https://www.bcg.com/en-gb/publications/2018/five-traits-transformative-ceo.aspx

I think what I am trying to articulate in this post, are some underlying ideas around change and transformation. Change is constant...

 

CEO's, leadership teams, executives, project teams all need the following:

  • confidence

  • action

  • responsibility

  • challenge

  • to work with change

  • clear vision and focus

I would say all of us would like to have a mindset that shows up with these qualities. These were some of the key words that jumped out at me, whilst reading the articles.

 

Here's a simple tool, technique, that I use when working with change - 

Here's how it works. Whether working with an individual or team, invite the person / team to mark the point they believe they are mostly on the model. Then work with them to gain and notice what is happening for them, through curiosity and questions.

 

Here are some sample questions:

  • what is changing?

  • what do you need to let go of?

  • how might you be resisting change?

  • what do you have to accept?

  • what could happen next?

  • what could be created?

There's a whole list of questions that I could put down here but as a Coach, questions that are relevant to the Coachee's context are generated through listening.

 

Change and transformation happens on many levels. It's a fascinating topic.

 

There's quite a few different models on change, here are just a few examples:

  • McKinsey 7-S Model

  • Lewin’s Change Management Model

  • ADKAR Model

  • Deming Cycle (PDCA)

  • Kotter’s 8 Step Change Model

  • Bridges Transition Model

 I like Bridges Transition Model and it looks like this:

  1. Ending, Losing, and Letting Go

  2. The Neutral Zone

  3. The New Beginning

​I've highlighted number 1, 'Ending, Losing and Letting Go'. For me, and in my coaching experience, a majority of people / teams find this the hardest.

 

Thanks for reading and if there's anything in this post that you would like to discuss in more detail, then please get in touch. If you have any questions you would to ask, whether in confidence, then please do get in touch.

 

I am a Coach and I love creating a safe space for you, so you can create meaning out of...whatever your need is. 

 

Here's a sunset picture I took earlier, allowing this image to see out the day and bring in the night.

 

 

 

 

 

 

 

 

 

 

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