Change Waits for No Leader
Peter is a Change Management Global Thought Leader, Expert, Guru, International Corporate Conference Speaker, Author x12, and C-level Change Leadership Coach.
• Peter consults, speaks, and writes about the Leadership of Change®. For the last 30 years he has worked in over 30 countries for some of the world’s most successful organisations.
• Peter’s PURPOSE and passion are to improve the Leadership of Change®. He helps leaders successfully lead and implement change in their organisations.
Global Recognition:
Thinkers360: #1 Global Thought Leader and Influencer on Change Management (CM) - 2023-2022-2021-2020
leadersHum:
• #1 CM Guru you should follow - 2022
• Listed on the Power List of the Top 200 Biggest Voices in Leadership - 2022 & 2023
Global Gurus: #26 in the “Top 30” Global Gurus Leadership - 2023
Leadership Coach - Change Leadership Alignment:
Are you worried about how your organisation and leadership team will lead your next change or transformation? I prepare and align corporate leadership teams to successfully lead their organisation’s change.
At the start of an organisation change journey, Peter asks all leaders:
“Do you understand your organisation's change history? Do you have a change vision? Are you aligned with your strategic objectives? Are you a high-performing team? Does your team have change leadership skills to lead the change or improvement that your organisation is facing?”
He then works with the leadership team to develop a solution.
Change Management Gamification Leadership Workshop:
Peter uses experiential learning so that employees and leaders can learn, test, and prepare for their organisational change.
Qualifications:
Peter has an MBA (Distinction) from Robert Gordon University. He was an ASQ Certified Manager of Quality, and one of the ‘First 500’ globally Certified Change Management Professionals™ (CCMP™) with the ACMP®. He has held three certifications from the Project Management Institute (PMI).
Author 12x - Leadership of Change - Change Management Body of Knowledge (CMBoK):
1. Change Management (CM) Fables
2. CM Pocket Guide
3. CM Handbook
4. CM Leadership
5. CM Adoption
6. CM Behaviour
7. CM Sponsorship
A. CM Gamification Leadership
B. CM Gamification Adoption
C. CM Gamification Behaviour
D. CM Gamification Sponsorship
E. CM Gamification Leadership Teams
https://amzn.to/3rxIVjj
Other:
Former Board Member: Association of Change Management Professionals® (ACMP®) Global & UK
Speaker Association: VSA International
Contact Details:
E-mail: peter.gallagher@a2B.consulting
Speaking: https://www.peterfgallagher.com
Consulting: https://www.a2b.consulting
Available For: Advising, Consulting, Influencing, Speaking
Travels From: London, UK
Speaking Topics: Organisational Change Leadership and Change Leadership Alignment
Peter F Gallagher | Points |
---|---|
Academic | 85 |
Author | 997 |
Influencer | 146 |
Speaker | 374 |
Entrepreneur | 367 |
Total | 1969 |
Points based upon Thinkers360 patent-pending algorithm.
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Date : January 28, 2021
Melinda Rose Hathaway
Happy Friday!
On this day, September 22, we celebrate Rose Day - Welfare of Cancer Patients. This special day carries powerful symbolism in representing compassion, hope, and solidarity for those impacted by cancer. Dedicated to individuals suffering from cancer across the globe, the day is observed in remembrance of 12-year-old cancer patient Melinda Rose Hathaway from Canada, who died from the disease. The rose has long been associated with love and positivity. On Rose Day, it becomes an uplifting emblem, demonstrating support and commitment to honour those courageously battling cancer. The simple yet meaningful act of gifting roses helps create community, reduce stigma, and remind patients they are not alone in their journey.
According to Melinda Rose’s parents, she often used the words, “Life is so much better when you concentrate on the things that you can do and on the things that you do have, instead of sulking and worrying about the things that you can’t do or that you can’t have.” Melinda Rose was twelve years old when she was diagnosed with Askin’s tumour, which is a rare form of blood cancer on February 14, 1994. The doctors said her chance of survival for anything more than one or two weeks was remote. However, she fought on until September 15th, 1996, when the cancer finally overwhelmed her. During this period, she devoted her existence to spreading joy and optimism among the cancer patients in her vicinity and insisted on going to school when able. Despite her tender age of 12, her change leadership, unwavering bravery, and determination served as an inspiring beacon for fellow individuals battling cancer. Improve and Change Everything.
“Reflect, improve, and change everything. Go through life never judging, never criticising and when a friend asks you for help, you ask how. Live with purpose.”
As we reflect on this important day, we are reminded of the profound impact that cancer has on individuals and their loved ones. Cancer, often labelled as the formidable ‘C’, is now being viewed differently by experts due to the advancements in treatments that have significantly improved recovery rates and the overall quality of life for patients. Media coverage of cancer plays a crucial role in shaping public perceptions and raising awareness about the disease. However, it is important to strike a balance between destigmatizing and desensitising the general public to cancer-related issues while also offering solace, hope, and potentially valuable advice to patients and survivors. As some types of cancer evolve into chronic, lifelong conditions, it is crucial for us to fundamentally change our perception of the disease and survivorship.
Have a fantastic weekend with the ones you love and care for, tell them you love them, enjoy some fresh air, exercise, eat, drink and be happy.
Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's change.
For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Tags: Business Strategy, Change Management, Leadership
Alexander Fleming - Penicillin
Happy Friday!
On this day, September 15, 1928, Scottish bacteriologist Alexander Fleming discovered penicillin while studying influenza. Fleming observed that a mold called Penicillium notatum had antibiotic properties that stopped the growth of staphylococcus bacteria. His accidental observation ignited widespread curiosity, while his open-minded experimentation paved the way for a life-saving antibiotic treatment. Further investigations into the properties and potential applications of this newfound substance revealed its extraordinary capacity to combat bacterial infections. The scientific community did not immediately recognise the potential of penicillin and it was not mass produced until the 1940s. Turning penicillin into a practical drug required systemic analysis, effort, and perseverance from Fleming and his collaborators. It is impossible to know how many lives have been saved by penicillin, but it is estimated that penicillin saved eighty to two hundred million lives.
Alexander Fleming told us, “It is the lone worker who makes the first advance in a subject; the details may be worked out by a team, but the prime idea is due to enterprise, thought, and perception of an individual.” Fleming highlighted that transformative discoveries often originate from individual insights. However, realising their full potential requires systematic, collaborative efforts. Like turning penicillin from scientific discovery into a life-saving drug, today’s complex organisational challenges necessitate cross-disciplinary data analysis and teamwork to translate ideas into solutions. As change leaders, we must foster a culture that values data, learning, and perseverance to drive breakthrough innovations through collective efforts. Change Leaders Must Notice Anomalies.
“Change leaders, collectively analyse data to gain valuable insights, learn from failures, and persevere in order to achieve collaborative breakthroughs”
A sign of change leadership insanity is not using data from previous change initiatives, repeating the same failed implementation approach, and expecting change success. In reality, what has happened is another missed opportunity, wasted time and resources that could have been put to better use, and no sustainable change or return on investment. The change history assessment© (CHA©) can be used to assess and review the outcomes of earlier change programmes and initiatives. It provides organisational insights that may increase the likelihood of successful implementation through the analysis of lessons learned, mitigation of previous weaknesses, and enhancement of future success.
Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.
Further Reading: Change Management Handbook - Leadership of Change Volume 3
Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's change.
For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Tags: Business Strategy, Change Management, Leadership
Happy Friday!
On this day, September 8, 1504, Michelangelo’s masterpiece, David, was unveiled in the magnificent Piazza della Signoria in the heart of Florence. Even after 500 years, the statue’s form and symbolism continue to inspire viewers worldwide, solidifying its place among the most revered timeless masterpieces and replicated artworks. The immaculate creation, a five-metre and seventeen-cm marble sculpture, transcends mere stone and chisel; it embodies the essence of human potential, resilience, and the pursuit of excellence. David’s intricate details, from the rippling muscles to the intense gaze, capture the essence of human anatomy. Michelangelo’s unmatched skill and mastery of his craft are showcased through the sculpture’s impeccable proportions, harmonious balance, and meticulous craftsmanship. He was a painter, sculptor, architect, and poet, and he was only 26 when he began this work. Michelangelo’s David remains an enduring testament to the artist’s genius and his ability to breathe life into stone. Its impact can be felt not only in the world of art but also in the hearts and minds of those who encounter it.
Michelangelo told us, “The greater danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low, and achieving our mark.” To Michelangelo, the pursuit of excellence was not a trivial matter, and the creation of David holds a deeper meaning. Just as Michelangelo transformed a raw block of marble into a masterpiece, we can also harness our inner potential to sculpt masterpieces in our lives and organisations in the face of change. Change leaders can either aim to implement successful, sustainable organisational change or fall short and play out the change management charade. Leaders Should Pursue Change Excellence.
“Organisational change is a journey. Change leadership requires patience, continuous improvement, commitment to incremental progress, but above all, it is about aiming for excellence”
Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way, and intervening to ensure sustainable change. It means not being involved in the change management charade, an absurd pretence intended to create a pleasant or respectable appearance of change. Leaders cannot continue to focus on normal day-to-day operations devoid of executing their change leadership responsibilities. It is not a one-time event but rather a process that requires time, effort, and adaptability. Change leadership requires patience, continuous improvement, commitment to incremental progress, but above all, it is about aiming for excellence.
Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.
Further Reading: Change Management Leadership: Leadership of Change Volume 4
Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's change.
For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Tags: Business Strategy, Change Management, Leadership
Korean Airlines Flight 007 - Confirmation Bias
Happy Friday!
On this day, September 1, 1983, Korean Airlines (KAL) flight 007 jetliner strayed into Soviet airspace, was intercepted, and shot down by Soviet jet fighters, killing 269 passengers and crew members. The majority of those who perished were of Korean and American descent. President Ronald Reagan called the incident a “massacre,” and it further degraded U.S.-Soviet relations. After refuelling at Anchorage International Airport in Anchorage, Alaska, the B747 departed for Seoul, but was an estimated 100 miles from its scheduled path and entered Soviet airspace. If the Soviets’ had applied the international standards for intercepting a passenger airline, their attempts to identify the aircraft were grossly inadequate. However, the crew failed to comply with all the rules and procedures for the performance of the fight prescribed by the airline’s instructions, including those in the event of possible abnormalities in the operation of the equipment. The pilots were either unaware that they were on autopilot or didn’t programme the route in the flight plan, which included ten different waypoints. Either way, their flight path breached Soviet airspace at least twice. They also missed many other abnormalities, which would have highlighted that they were not on the designated flight path.
The International Civil Aviation Organisation (ICAO) said pilot error contributed to the disaster, even though they were both experienced. In the case of Flight 007, the pilots’ initial belief that they were on the correct flight path led them to dismiss or overlook numerous crucial indicators that suggested otherwise. Confirmation bias occurs when individuals seek or interpret information in a way that confirms their pre-existing beliefs or hypotheses while disregarding contradictory evidence. Confirmation bias occurs when organisational leaders focus on normal day-to-day operations without sharing quality resources with the change team and ignore slow change progress. Share Resources During Change.
“Articulating a change vision without the provision of competent resources is just a charade”
The first step for the leadership team in implementing their organisation’s change is to ‘Articulate the change vision’. An enabler of realising the change vision will be resourcing the change with competent staff. The leadership team cannot think of articulating a change vision without the provision of competent resources, and to do so would be an illusion. Managed change must consider where the change resources are going to come from while normal day-to-day operations continue.
Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.
Further Reading: Change Management Leadership: Leadership of Change Volume 4
Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's change.
For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Tags: Business Strategy, Change Management, Leadership
Galileo Galilei
Happy Friday!
On this day, August 25, 1609, Galileo Galilei demonstrated his first telescope to Venetian lawmakers, which laid the foundation for today’s modern space probes and telescopes. Galileo’s discoveries about the Moon, Jupiter’s moons, Venus, and sunspots supported the idea that the Sun, not the Earth, was the centre of the universe. His defiance of the conventional celestial model proposed by Aristotle was a pivotal moment in the history of science and human intellectual progress. Aristotle’s geocentric model, which positioned the Earth at the centre of the universe with celestial bodies moving in perfect circular orbits around it, was deeply ingrained in the philosophical and religious beliefs of the time. Galileo’s empirical observations and experimentation not only shattered the hegemony of ancient thought but also ignited a revolution in scientific thinking. Galileo’s approach marked a departure from relying solely on ancient authorities and what we now recognise as the scientific method. Instead, he championed the idea of using empirical evidence to test hypotheses and theories.
Galileo Galilei told us, “All truths are easy to understand once they are discovered; the point is to discover them.” His intellectual audacity speaks to the essence of change leadership being unafraid to question the status quo, challenge prevailing assumptions, and pave the way for new perspectives. Galileo’s insistence on empirical evidence over convention exemplifies his willingness to challenge prevailing norms, a quality essential for effective change leadership. As we navigate the complexities of organisational change, let us draw inspiration from Galileo’s legacy, remembering that by challenging existing norms, we can uncover the truths that lead to progress. We must challenge the hegemony of current popular organisational change management implementation approaches. Dare We Challenge the Change Charade?
“Leaders continue the organisational change management charade when all empirical evidence indicates continued failure”
The leadership team’s role in organisational change management is pivotal, as they set the tone and direction for the entire change process. Their ability to develop change leadership skills and effectively lead change initiatives can determine the success or failure of those initiatives. To avoid these pitfalls, it’s essential for the leadership team to invest in developing change leadership skills and knowledge. This includes learning a suitable change management framework to implement organisational change and their three change leadership responsibilities that must be executed effectively and proactively. With strong change leadership capability, the organisation can implement accelerated change, embrace and leverage technology, and continue to deliver revenue to shareholders. Successful change will ensure an ROI, employee change adoption, and it will be sustainable. More importantly, your organisation will not only survive, but it will stay ahead of the competition.
Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.
Further Reading: Change Management Leadership: Leadership of Change Volume 4
Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's change.
For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Tags: Leadership, Change Management, Business Strategy
James Meredith
Happy Friday!
On this day, August 18, 1963, James Meredith became the first African American to graduate from the University of Mississippi with a degree in Political Science. His repeated applications were denied solely on the basis of his race. State officials initially refused a U.S. Supreme Court order to integrate the school and blocked Meredith’s entrance. However, Meredith, an Air Force veteran, was admitted to the university under the protection of federal marshals following large campus riots that left two people dead. His graduation shattered barriers that had long denied black individuals access to higher education, symbolising a pivotal moment in the ongoing fight against racial segregation and discrimination. Meredith’s determination and courage in the face of violent opposition paved the way for greater inclusivity and diversity within academia.
James Meredith told us, “My answer to the racial problem in America is to not deal with it at all. The founding fathers dealt with it when they made the Constitution.” Previously, on September 30, 1962, Meredith attempted to enrol at the University of Mississippi, but his presence sparked protests and riots among white supremacists and segregationists. U.S. Attorney General Robert F. Kennedy intervened and called in federal protection so that Meredith could register for class protected by a convoy of Federal Marshals. While he got settled in one of the school dorms, more than 2,500 angry students and outside agitators gathered around the main campus building. Later that night, John F. Kennedy went on national television to announce what had been achieved. He told the nation, “If this country should ever reach the point where any man or group of men by force or threat of force could long defy the commands of our court and our Constitution, then no law would stand free from doubt, no judge would be sure of his writ, and no citizen would be safe from his neighbors.” Leaders Treat Everyone as an Equal.
“Change leaders treat everyone as equals; there can be no exceptions, special circumstances, or convenient oversight”
The third responsibility for the leadership team in fully implementing their organisation’s change is ‘INTERVENE to ensure sustainable change’. Once the leader’s change vision has been implemented, it is about making it sustainable and normal day-to-day operations. It is important that the leadership team effectively and proactively intervene to reinforce the change.
Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.
Further Reading: Change Management Leadership: Leadership of Change Volume 4
Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's change.
For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Tags: Leadership, Change Management, Business Strategy
Robin Williams
Happy Friday!
On this day, August 11, 2014, the world mourned the loss of an exceptional talent and beloved entertainer, Robin Williams, who passed away in his home in Tiburon, California, USA. He left an indelible mark on the world of entertainment, and we lost an incredible genius. Williams, who was known for his unparalleled comedic genius and heart-touching performances, he had the ability to transform himself into a multitude of characters, each requiring a shift in mindset, behaviour, and approach. His ability to evoke laughter and evoke tears epitomised the power of his emotional intelligence and authenticity. However, beyond the laughter and applause, Williams had many struggles with drugs, drink, and depression, which he sometimes talked about. He was diagnosed with Parkinson’s in May 2013, and an autopsy revealed that Williams had diffuse Lewy body dementia (LBD). LBD is a disease associated with abnormal deposits of a protein called alpha-synuclein in the brain. These deposits, called Lewy bodies, affect chemicals in the brain whose changes can lead to problems with thinking, movement, behaviour, and mood. This may have contributed to Williams’ depression and suicide.
Robin Williams told us, “All it takes is a beautiful fake smile to hide an injured soul and they will never notice how broken you really are.” A man who made us forget our troubles for a short time when he was on the comedy stage, acting or being interviewed, was hiding his own demons, depressions, and internal sadness. The phrase “beautiful fake smile” encapsulates the poignant notion that appearances can be deceiving. It’s a call to action to pay attention to the people around us, to listen, and offer support without assumptions. In an era where vulnerability is championed, his story underscores the necessity of creating work environments where employees can openly discuss mental health challenges without fear of stigma. Leaders Should Prioritise Self-Care.
“Leaders should prioritise their own mindfulness, creating a culture of well-being in their organisation to ensure they can effectively lead and support their teams”
Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way, and intervening to ensure sustainable change. However, these pivotal responsibilities can only be accomplished by leaders who place a premium on their own mindfulness and prioritise their own self-care. There is now an escalating acknowledgment of the significance of people’s health and state of complete physical, mental, and social well-being. As organisational change and transformation invariably introduce heightened stress, the employee’s health has never been so important.
Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.
Further Reading: Change Management Leadership: Leadership of Change Volume 4
Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's change.
For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Tags: Business Strategy, Change Management, Leadership
Anne Frank’s Diaries
Happy Friday!
On this day, August 4, 1944, Anne Frank was arrested with her family in the “secret annex” of a house in Amsterdam, Netherlands, where they had hidden for two years. Aged 13, German-born Dutch Jewish national Anne Frank and her family went into hiding in Amsterdam on Monday, July 6, 1942, to escape persecution under Nazi occupation. During their time in hiding, Anne Frank kept a diary, which later became famous as “The Diary of a Young Girl.” The diary provided a poignant account of her experiences and thoughts while living in confinement. Tragically, after their arrest, they were deported to concentration camps. In March 1945, a typhus epidemic spread through the Bergen-Belsen concentration camp and killed approximately 17,000 prisoners. Anne is thought to have died a few days later, aged 15. The camp was liberated weeks later, in mid-April, by British troops. Anne Frank’s diary remains a significant historical document and a powerful reminder of the horrors of war and the importance of tolerance and understanding.
Anne Frank’s diary illustrates how leadership qualities can emerge even in the most challenging of circumstances. She wrote, “I see the world being slowly transformed into a wilderness; I hear the approaching thunder that, one day, will destroy us too. I feel the suffering of millions. And yet, when I look up at the sky, I somehow feel that everything will change for the better, that this cruelty too shall end, that peace and tranquillity will return once more.” Anne Frank’s diaries transcend time, imparting invaluable leadership lessons. They illuminate the path of resilience and courage in the face of adversity. In this era of profound change and revolutionary technological advancements, organisations and their leaders inevitably confront a multitude of adversities. Navigating these challenges demands a high degree of resilience from change leaders, essential for not only survival but also sustainable success. Change Success Encompasses Adversity and Resilience.
“Implementing organisational change is a complex journey filled with adversity and demands unwavering leadership resilience to achieve success”
When undergoing organisational change, numerous challenges and barriers arise that can impede successful implementation. Some specific challenges throughout the change process include:
Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.
Further Reading: Change Management Behaviour: Leadership of Change Volume 7
Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's change.
For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Tags: Business Strategy, Change Management, Leadership
2005 End to the Irish Armed Campaign
Happy Friday!
On this day, July 28th, 2005, the IRA declared an end to armed struggle, stating it would pursue its objectives exclusively by peaceful means. The statement was a significant milestone in the Northern Ireland peace process and ended over three decades of conflict known as “The Troubles”. It is estimated that over 3,500 people were killed in the conflict, which included civilians, British and Irish security forces, and members of paramilitary groups. The 2005 “Statement on the Ending of the Armed Campaign” marked a crucial step towards ending the violence and moving towards a more peaceful resolution. The decision to abandon armed struggle came after many years of negotiations and efforts by various parties to bring about a peaceful settlement to the conflict.
Prior to the IRA announcement, many people were involved, for many years, in the peace negotiation process. This list included political and paramilitary leaders, prisoners, Northern Ireland Secretaries, Prime Ministers, Taoiseachs, a US Senator, and US Presidents. However, one man was instrumental in preparing the ground for the 2005 cessation, including the 1994 ceasefire and the 1998 Belfast Agreement, John Hume. Hume was a prominent Northern Irish politician and a vocal advocate for non-violence. He told us, “Difference is of the essence of humanity. Difference is an accident of birth, and it should therefore never be the source of hatred or conflict. The answer to difference is to respect it. Therein lies a most fundamental principle of peace: respect for diversity.” His approach to change focused on dialogue, inclusivity, and reaching out to all parties involved in the conflict. He believed that a lasting resolution could only be achieved through political negotiations and diplomacy, rather than through violence and armed struggle. While implementing organisational change, we could be more successful with increased dialogue, inclusivity, and engaging resistant stakeholders. Cosmopolitans Respect Difference During Change.
“Are we not all cosmopolitan? What we are born into is an accident of birth, respect for difference, growth and learning is who we are”
As leaders of change, we will sometimes encounter challenging stakeholders who have opposing views and will resist change. Recognising and respecting the identities, aspirations, and grievances of these stakeholders is part of organisational change implementation. Being a benevolent leader helps with this process by showing empathy, humility, and respect to all stakeholders.
Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.
Further Reading: Change Management Leadership: Leadership of Change Volume 4
Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's change.
For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Tags: Business Strategy, Change Management, Leadership
Apollo 11 Moon Landing
Happy Friday!
On this day, July 21st, 1969, at 02:56 UTC, Commander Neil Armstrong became the first person to step onto the Moon’s surface. The Apollo Lunar Module Eagle landed six hours and 39 minutes earlier and was also carrying Command Module Pilot Michael Collins and Lunar Module Pilot Edwin “Buzz” Aldrin. An estimated 650 million people watched Armstrong’s televised image as history unfolded. Armstrong's first step onto the Moon’s surface was not just a scientific milestone; it was a testament to the human spirit’s boundless potential. From the visionary leadership at NASA to the dedication of countless engineers, scientists, and astronauts, this achievement symbolizes the heights that humanity can reach when we unite in pursuit of a common goal. It was the culmination of years of meticulous planning, countless hours of hard work, and unwavering belief in the pursuit of the seemingly impossible. The moon landing stands as a symbol of what can be accomplished when audacious goals are set.
Armstrong’s words, “One small step for a man, one giant leap for mankind,” are etched in humanity’s collective memory forever more. This was the realisation of an audacious goal set by President John F. Kennedy when he boldly proclaimed in 1961 that the United States would send a man to the Moon and return him safely to Earth before the end of the decade. With the business landscape constantly evolving, driven by technological advancements, changing consumer preferences, and global challenges, organisations and their leaders will have to set audacious change goals over the next decade if they are to be successful or even survive. Leaders of organisations that are not effective and proactive change leaders risk becoming stagnant and outdated. It starts with an audacious change goal but includes a plethora of other integrated delivery enablers. Change Starts With Audacious Goals.
“Behind great change and achievement, you will find proactivity, determination, inspiration, motivation, audacious goals, tenacity, continuous learning, effective project management, communication clarity, collaboration, and teamwork”
Time has run out for organisational leaders who focus on normal day-to-day operations, handing off change management and implementation responsibilities to available employees or consultants. Leading practice organisational change leadership skills and knowledge are significant differentiators for organisations, enabling them to stay ahead of the competition and thrive, not merely survive. Organisational change capability is not a tick-box function or department. Additionally, organisational change cannot be delivered in isolated sticky note workshops. It is imperative that organisations understand that change capability needs to go beyond touchy-feely skills, it involves strategy execution by delivering complex, innovative programmes and projects. It means understanding that leaders of change work in a toxic working environment with narcissistic, powerful leaders who are aggressively averse to change because they have much to lose.
Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.
Further Reading: Change Management Leadership: Leadership of Change Volume 4
Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's change.
For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Tags: Business Strategy, Change Management, Leadership
Fannie Mae and Freddie Mac
Happy Friday!
On this day, July 14th, 2008, the US Treasury and Federal Reserve unveiled sweeping steps to possibly bail out the nation’s two largest mortgage lenders, Fannie Mae and Freddie Mac. Treasury Secretary Henry Paulson said that the government would inject billions of federal dollars into the mortgage groups and pledged to buy stakes in the two companies should market conditions worsen. Both companies’ shares had been under increasing pressure and had lost as much as 80% of their value in the previous 12 months. Fannie and Freddie are government-sponsored enterprises (GSEs) that play a significant role in the mortgage market in the United States. Historically, they have been subject to various regulations imposed by the government. One such regulation was the restriction on the purchase of high-risk mortgages, but in the years leading up to the 2008 financial crisis, there was a significant expansion of risky lending practises in the mortgage industry, including the widespread issuance of subprime mortgages, which Fannie Mae and Freddie Mac participated in.
Early in April 2007, Treasury Secretary Henry Paulson stated that “I don't see subprime mortgage market troubles imposing a serious problem. I think it's going to be largely contained.” The 2008 financial crisis that led to the bailout was fuelled by a combination of factors such as subprime mortgage lending, lax regulatory oversight, weak leadership, and flawed risk management practices. Financial institutions and banks were driven by greed as they pursued risky financial practices and engaged in unethical behaviour to maximise their profits. They took advantage of lax regulations and engaged in predatory lending practices, offering subprime mortgages to individuals who were unlikely to be able to repay them. These institutions then packaged these high-risk mortgages into complex financial products and sold them to investors, further fuelling the crisis. Change Leaders Embody Ethics.
“Ethics are a timeless behaviour that all change leaders model”
The change leaders’ second responsibility is to model the new way, especially the new skills and behaviours. They must uphold high standards, even when their peers have different or lower ones. It can be tempting to neglect ethical conduct when no one is watching, succumbing to self-indulgence or greed. Modelling the new way is the one key task leaders of change do not need props for, nor should they delegate this to others.
Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.
Further Reading: Change Management Leadership: Leadership of Change Volume 4
Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's change.
For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Tags: Business Strategy, Change Management, Leadership
Roswell Incident
Happy Friday!
On this day, July 7th, 1947, Roswell Army Airfield Major Jesse Marcel collected debris from W.W. “Mac” Brazel’s ranch after he contacted the sheriff in Roswell to report the incident. The next day, a press release from the Roswell Army Airfield (RAAF) stated that they had recovered a “flying disc” from a ranch near Roswell. This announcement quickly grabbed public attention and sparked widespread speculation that the object might be an extraterrestrial spacecraft. However, the RAAF quickly changed their statement, claiming that the recovered object was actually a weather balloon, specifically a “Rawin” target device used for atmospheric research. This sudden reversal led to various conspiracy theories suggesting a government cover-up of a crashed alien spacecraft and the recovery of extraterrestrial bodies. Over the years, the Roswell incident has been the subject of intense debate, with believers arguing that the initial press release was true.
In a speech by President Clinton, at City Hall, Belfast, on November 30th, 1995, he told the crowd, “I got a letter from 13-year-old Ryan from Belfast. Now, Ryan, if you’re out in the crowd tonight, here’s the answer to your question. No, as far as I know, an alien spacecraft did not crash in Roswell, New Mexico, in 1947. And, Ryan, if the United States Air Force did recover alien bodies, they didn't tell me about it either, and I want to know.” The speech did not quell the debate or government mistrust, nor did it offer transparency. When leaders are transparent, they share information freely, involve others in decision-making processes, and provide clear explanations for their actions. This approach fosters trust, promotes accountability, and allows stakeholders to have a better understanding of the leader’s intentions and the overall direction of the organisation.Transparency Is Your Leadership Judge.
“Transparency is essential to your integrity as a change leader. Without this fundamental foundation, mistrust, misunderstanding, and inevitable failure follow”
During organisational change implementation, everyone should know that the success of the change is paramount, and all employees should be aligned on this important organisational objective. To create trust between all employees, there should be transparency in information, decisions, and relationships. The sponsor’s goal should be to create a “one team mindset” mentality that overrides departmental allegiances, ensuring resources are shared. Creating a sense of community, camaraderie, being part of a family, and a feeling of pride from working on an important change programme are great ingredients for delivering successful organisational change.
Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.
Further Reading: Change Management Behaviour: Leadership of Change Volume 7
Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's change.
For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Tags: Leadership, Change Management, Business Strategy
Albert Einstein
Happy Friday!
On this day, June 30th, 1905, Albert Einstein submitted his paper titled “Zur Elektrodynamik bewegter Körper” (On the Electrodynamics of Moving Bodies) to the Annalen der Physik, a renowned scientific journal at the time. He was 26 and was working as a class 3 clerk at the Swiss Patent Office in Bern. His theory of special relativity is one of the most important papers ever published in the field of physics. He determined that the laws of physics are identical for all non-accelerating observers, and that the speed of light in a vacuum is independent of the motion of all observers. Einstein’s special theory of relativity introduced a new framework for all of physics and proposed an interweaving of space and time into spacetime. A building block of his theory is that of mass-energy equivalence, defined by the most famous equation in physics, E=mc^2. Albert Einstein (1879-1955) is widely regarded as one of the most influential scientists of all time, and his contributions to modern science are immeasurable.
Albert Einstein is supposed to have told us, “The leader is one who, out of the clutter, brings simplicity. Out of discord, harmony and, out of difficulty, opportunity.” Whether the quote is true or not, this is the way he worked, and the choices leaders now face. In the intricacies of today’s world, leaders are confronted with the task of manoeuvring through the clutter to simplifythe conflicting laws, regulations, and environmental factors. Leaders also have to work through the discord of societal norms to find harmony and be able to express their genuine beliefs, opinions, or values without fear of being cancelled. Additionally, in this era of tremendous change and revolutionary technological advancements, business leaders need to find opportunities and conquer change. Simplify, Engage and Conquer Change.
“Continuous improvement, engaged people, and change leadership capabilities are the key ingredients for a successful organisation”
Large organisations will be continuously pursuing high-priority strategic change initiatives. The increasing pace, complexity, and unpredictability of change means that being able to implement change effectively and efficiently will determine an organisation’s future competitiveness. Organisations will have to become change capable and develop leaders with change skills and knowledge, and those with superior internal change capability will stay ahead in the marketplace. Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way, and intervening to ensure sustainable change.
Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.
Further Reading: Change Management Leadership: Leadership of Change Volume 4
Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's change.
For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Tags: Business Strategy, Change Management, Leadership
Antarctic Treaty System
Happy Friday!
On this day, June 23rd, 1961, the Antarctic Treaty System came into force to regulate international relations regarding Antarctica, “all land and ice shelves south of 60°S latitude parallel.” Antarctica is the Earth’s only continent without a native human population. The Antarctic Treaty consists of a number of articles agreed upon by the twelve original signatories: Argentina, Australia, Belgium, Chile, France, Japan, New Zealand, Norway, South Africa, the USSR, the United Kingdom, and the United States. The treaty preamble starts with “recognising that it is in the interest of all mankind that Antarctica shall continue for ever to be used exclusively for peaceful purposes and shall not become the scene or object of international discord.” The key to the treaty was the nations’ agreement to disagree on territorial claims. This agreement has been successful in preventing any military activity on the continent and has allowed for scientific research to be conducted in a peaceful environment.
The Antarctic Treaty System was the result of collaboration among twelve countries with territorial claims or scientific interests in Antarctica. It highlights the importance of collaborative leadership, where multiple parties work together towards a common goal. Effective leaders understand the value of cooperation, encourage dialogue, and foster an inclusive decision-making process. Charles Darwin told us, “It is the long history of humankind (and animal kind, too) that those who learned to collaborate and improvise most effectively have prevailed.” Similarly, organisations with high levels of collaboration tend to be more successful. When implementing change, it is of paramount importance. Successful Organisations Collaborate.
“Change leaders must infuse collaboration across the organisation, by clearly articulating their change vision, eradicating silos and other implementation barriers”
Collaboration is the primary factor contributing to highly successful organisations with good productivity and teamwork. Collaboration takes place in the workplace when leaders and employees work together to solve problems across different functions, departments, and management levels. It involves sharing resources and expertise; it means supporting fellow employees and working effectively and efficiently to deliver the organisation’s goals and objectives. There is only one organisation, and there are no silos. No individual’s ego or personal goals are more important than those of the organisation. Progressive organisations are increasingly realising the value of collaboration in both the physical and virtual workplaces. Collaborative organisations also tend to have lower staff turnover levels and higher profitability than businesses that don’t collaborate or those that have a silo mentality.
Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.
Further Reading: Change Management Leadership: Leadership of Change Volume 4
Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's change.
For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Tags: Business Strategy, Change Management, Leadership
Abraham Lincoln
Happy Friday!
On this day, June 16th, 1858, newly nominated senatorial candidate Abraham Lincoln addressed the Illinois Republican Convention in Springfield and warned that the nation faced a crisis that could destroy the Union. Speaking to more than 1,000 delegates in an ominous tone, Lincoln paraphrased a passage from the New Testament: “A house divided against itself cannot stand.” Lincoln’s speech, now commonly known as the “House Divided” speech, highlighted the growing tensions between the Northern and Southern states over the issue of slavery. He argued that the nation could not continue to be half-slave and half-free, suggesting that the United States would ultimately become either entirely slave or entirely free. This speech is considered to be one of Lincoln’s most significant and prophetic addresses. It helped solidify his reputation as a prominent figure in the Republican Party and set the stage for his subsequent presidential campaign. In 1860, just two years after delivering the “House Divided” speech, Lincoln was elected as the 16th President of the United States.
Abraham Lincoln famously told us, “Human nature will not change.” This quote has been referenced in various settings, including speeches, articles, and historical accounts. The quote serves to remind us that, despite advancements in technology and changes in societal norms, human behaviour and motivations have remain largely consistent throughout history. Overcoming our negative tendencies, such as hate, prejudice, and selfishness, is the key to creating a better world. The challenge lies in recognising our flaws, acknowledging them, and working to overcome them in pursuit of a brighter future in our personal, social, and work lives. Human Nature’s Change Challenge.
“If it is difficult to change the behaviour of people so they are healthier and live longer, how difficult will it be to change employee workplace behaviour”
Human behaviour is the most underrated element in workplace, social, and environmental change. Behaviour change is sometimes required for an organisation to successfully deliver change or transformation to achieve sustainable change and benefit realisation. To change behaviours, the organisation must support employees through the change transition by implementing five key change behaviour life cycle steps: Recognise, Redesign, Resolve, Replicate and Reinforce using the a2B5R® Employee Behaviour Change Model.
Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.
Further Reading:Change Management Behaviour - Leadership of Change Volume 6
Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's change.
For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Tags: Leadership, Change Management, Business Strategy
Margaret Thatcher
Happy Friday!
On this day, June 9th, 1983, Margaret Thatcher's British Conservative Party won a landslide second-term election victory, taking 397 seats to Labour's 209. Thatcher's success was fuelled by her resolute leadership during the Falkland Islands War and the disunity within the opposition party. Notably, she etched her name in history as the first female Prime Minister of Britain. Throughout her tenure, she introduced and implemented economic policies that later became known as Thatcherism. Her unwavering stance and unyielding politics earned her the moniker “Iron Lady,” a title that resonated with her firm resolve and unwavering leadership style. While Thatcher implemented significant economic reforms that aimed to modernise the British economy, some argue that she could have done more to address the social impacts of these changes. The negative consequences felt by certain industries and regions created discontent and eroded support, leading to challenges to her leadership.
Thatcher possessed exceptional communication skills and charisma, which enabled her to effectively articulate her vision and connect with the public. She used powerful rhetoric and memorable phrases to engage, influence, and inspire people. Her leadership style was characterised by her strong determination, assertiveness, and uncompromising approach to politics. She told us. “To those waiting with bated breath for that favourite media catchphrase, the U-turn, I have only one thing to say: You turn if you want to. The lady’s not for turning.” However, her policies and governing style were also highly divisive, and she faced significant opposition from political opponents and protesters during her time in office. Typically, business leaders implementing change cannot alienate their stakeholders. Benevolent Leaders Compromise.
“One of the most difficult tasks of change leaders is delivering their vision for change and showing benevolence to those who disagree or resist”
Benevolent leaders are committed to making their organisations better, and this trait complements change leadership. They are approachable and accessible but are neither wimps nor pushovers. Benevolent leaders are servant leaders, they put the needs of their employees first. Benevolence includes empathy, humility, and respectful leadership.
Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.
Further Reading: Change Management Leadership: Leadership of Change Volume 4
Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's change.
For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Tags: Business Strategy, Change Management, Leadership
Sepp Blatter and FIFA
Happy Friday!
On this day, June 2nd, 2015, Sepp Blatter, president of international soccer’s governing body FIFA, steps down, just a few days after he had been re-elected to a fifth four-year term. His resignation came amidst mounting allegations of fraud and corruption, which have tarnished his 17-year tenure. The week leading up to Blatter's resignation marked a turning point for FIFA. The U.S. Attorney General, Loretta Lynch, announced a wide-ranging investigation into the organisation, revealing decades of bribery totalling over $150 million. The investigation led to the indictment of 14 individuals, including nine current or former FIFA executives, on federal racketeering charges. In a dramatic turn of events, seven individuals were arrested near FIFA headquarters in Zurich, Switzerland, sending shockwaves throughout the soccer world. Blatter was cleared of fraud by a Swiss court, but he has been banned from participating in FIFA activities since 2015 and will remain banned until 2027.
Sepp Blatter insists he is not to blame for FIFA’s corruption scandal because he could not possibly monitor the actions of everyone working under him. When faced with calls to resign, Blatter defended himself. “I know many people hold me ultimately responsible for the actions and reputation of the global football community, whether it’s a decision for the hosting of the World Cup, or a corruption scandal [but] I cannot monitor everyone all of the time.” It is strange how so many people who are the ultimate leaders of their organisation do not take the blame for things that go wrong on their watch. Leadership Integrity Is Not a Fashion.
“Leadership Integrity Is Not a Fashion. Strong corporate governance ensures transparency, accountability, compliance, it encourages ethical behaviour, so the leaders model the organisation’s purpose, vision, mission, and values globally”
During times of organisational change, the significance of good governance, accountability, and oversight cannot be overstated. These elements play a crucial role in ensuring the successful implementation of change initiatives. Governance, in particular, encompasses the systems and methods that dictate how a change programme is authorised, monitored, and supported by its sponsoring organisation. It establishes the framework for effective management and consistent execution of change programmes throughout their life cycle.
Have a fantastic weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.
Further Reading: Change Management Handbook - Leadership of Change Volume 3
Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's change.
For further reading please visit our websites: https://www.a2b.consulting https://www.peterfgallagher.com Amazon.com: Peter F Gallagher: Books, Biography, Blog, Audiobooks, Kindle
Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Books: Volumes 1, 2, 3, 4, 5, 6, 7, A, B, & C available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams
Tags: Business Strategy, Change Management, Leadership
Henry Ford
Happy Friday!
On this day, May 26th, 1927, the Ford Motor Company produced the last and 15th million Model T Ford. Henry Ford, the founder of the famous American car company, revolutionised the automobile industry with the Model T. He was determined to build a car that was affordable for the average American. Before the Model T, cars were considered luxury items that only the wealthy could afford. He was committed to creating a simple, reliable, and affordable automobile that was accessible to the masses. In 1908, his vision was realized with the Model T. At the time, the Model T was revolutionary because it was affordable and easy to maintain. It was also one of the first cars to feature a gasoline-powered engine instead of steam, making it more reliable and easier to drive.
Today, we stand at the dawn of a new era of transportation, with electric vehicles, autonomous driving, and sustainable mobility on the horizon. Henry Ford told us, “I cannot discover that anyone knows enough to say what is and what is definitely not possible.” AI has and will continue to have a significant impact on improving transportation. Ford would likely be impressed by the potential of this technology to make transportation safer, more efficient, and more accessible. He would possibly also be intrigued by the possibilities of smart traffic management systems that use real-time data to optimise traffic flow, reducing congestion and energy consumption. Today’s business leaders n