Change Waits for No Leader
Peter is a Change Management Global Thought Leader, Guru, Expert, 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
Global Gurus: #15 in the “Top 30” Global Gurus Leadership - 2024
leadersHum:
• #1 CM Guru you should follow - 2022
• Listed on the Power List of the Top 200 Biggest Voices in Leadership - 2022 & 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
8. CM Charade
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 | 1028 |
Influencer | 147 |
Speaker | 374 |
Entrepreneur | 367 |
Total | 2001 |
Points based upon Thinkers360 patent-pending algorithm.
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Change Management
Tags: Change Management
Tags: Change Management
Tags: Change Management
Tags: Change Management, Education
Tags: Change Management
Tags: Change Management
Tags: Change Management
Tags: Change Management
Tags: Change Management
Tags: Change Management
Tags: Change Management
Tags: Change Management
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Change Management, Leadership, Procurement
Tags: Change Management, Leadership, Procurement
Tags: Change Management, Leadership, Procurement
Tags: Change Management, Leadership, Procurement
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Leadership, Change Management, Business Strategy
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Lean Startup
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Tags: Business Strategy, Change Management, Leadership
Date : January 28, 2021
1986, Chernobyl, the World’s Worst Nuclear Disaster.
Happy Friday!
On this day, April 26, 1986, the world’s worst nuclear accident occurred at the Chernobyl Nuclear Power Plant in the Ukrainian Soviet Socialist Republic (now Ukraine). At An ill-conceived safety test triggered explosions and fires that spewed enormous amounts of radioactive particles across Europe for 10 days. The Chernobyl disaster released 400 times more radiation than the atomic bomb dropped on Hiroshima. In the aftermath, thousands perished from radiation exposure while mass evacuations displaced hundreds of thousands more from the contaminated regions surrounding the plant. After withholding information about the disaster for approximately 36 hours, Soviet officials initiated the evacuation of approximately 115,000 people from Pripyat, located in close proximity to the Chernobyl nuclear power plant, as well as nearby towns and villages. On the morning of April 28, radiation levels set off alarms at the Forsmark Nuclear Power Plant in Sweden, over 1,000 kilometres away. The Swedish government contacted the Soviet government, which initially denied a nuclear accident but later admitted to it when Sweden suggested they were about to file an official alert with the International Atomic Energy Agency (IAEA). The IAEA hosted a conference on August 25-29, 1986, at which scientists blamed the accident not just on human error and subpar safety culture, but also on Soviet reactor design flaws. Scientists have stated that due to the extensive contamination in the Chernobyl area, the exclusion zone will not be habitable for many, many years, with experts indicating a timeframe of at least 3,000 years for the area to become safe, although some consider this estimate too optimistic.
Almost eighteen days later, on May 14, Soviet leader Mikhail Gorbachev spoke publicly on state TV about the incident for the first time. He told us, “As you all know, a misfortune has befallen us. I am referring to the accident at the Chernobyl atomic power station. It has been a painful experience for Soviet people and has caused anxiety to the world at large.” Change leaders should beware of the normalisation of deviance and never allow deviations from processes and protocols to become accepted as routine norms. They should scrutinise how seemingly isolated, justifiable decisions compound into unintended systemic impacts, the “tyranny of small decisions.” Change leaders should acknowledge cognitive biases that create blind spots and distort objective judgement and build in checks to counteract their influence. They should nurture a culture of transparency that encourages surfacing harsh truths early before issues spiral into failure. Change leaders should prioritise operational diligence and adherence to proven safety guardrails over the expediency of risky shortcuts. Change Leaders Do Not Normalise Deviance.
“Change leaders do not normalise deviance; they scrutinise how decisions can compound, acknowledge cognitive biases, communicate, foster a culture of transparency, and prioritise operational diligence”
Fostering a culture of transparency and open communication is crucial for change leaders to prevent normalisation of deviance. In the current dynamic business environment In the current dynamic business environment, the implementation of new technology and artificial intelligence (AI) necessitates strong communication for successful change. Effective communication is fundamental to driving business transformation, creating awareness, and facilitating understanding of the change. Communication failures often underlie many day-to-day business challenges, and effective change communication demands delivering targeted messages to stakeholders at the right time, tailored to their perspectives, with a feedback loop. Regrettably, the leadership team and change managers frequently overlook the critical need for continuous communication with a feedback loop. Change programmes centre on the human aspect of business transformation and require a clear, focused, and repetitive communication approach intricately connected to employee and key stakeholder engagement. This involves leaders instilling a shared vision of the change. A well-defined change communication plan (CCP) should outline the distribution and reception of information by all stakeholders involved in the change programme. Effective change communication is the lifeblood of successful change, serving as the conduit for information and motivation for impacted stakeholders. Leaders must inspire a shared change vision through communication, engagement, and persuasion that resonates with the emotions and feelings of employees and the organisation to garner support.
As change leaders, we must heed the lessons from tragedies like Chernobyl and remain vigilant against the insidious normalisation of deviance. Let us commit to continuously scrutinising our processes, surfacing harsh truths, and upholding operational discipline, even when it requires difficult choices. Only by having the courage to consistently enforce standards can we deliver operations and drive successful organisational change while avoiding catastrophic failures. How can we model principled leadership when the path forward is not easy, but we know that people everywhere depend on us?
Further Reading: Change Management Handbook - Leadership of Change Volume 3
Have a fantastic weekend with the ones you love and care for, 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 Summer 2024:
Tags: Business Strategy, Change Management, Leadership
1933, Franklin D. Roosevelt announces the US will leave the gold standard.
Happy Friday!
On this day, April 19, 1933, 32nd US President Franklin D. Roosevelt (FDR) announced at a press conference that the US would leave the gold standard during the Great Depression. This marked the end of the gold standard era that had helped stabilise the global financial system since the 1870s. In the depths of the Great Depression, FDR’s decision to abandon the gold standard came just a few weeks after his inauguration. The move allowed the Federal Reserve to pump money into the struggling economy by increasing the supply of paper currency. This was intended to fight deflation and stimulate economic growth after years of financial turmoil. The President took the US dollar off the gold standard through the Gold Reserve Act. This invalidated provisions within the Federal Reserve Act that required backing 40% of circulating money with physical gold. Banks were ordered to hand over their privately held gold reserves to the government. FDR took this bold action after years of banking failures, business closures, and soaring unemployment during the Depression’s darkest days. The gold standard had become a straitjacket, preventing the government from acting forcibly to restart economic growth. Decoupling from gold freed policymakers to try new tools to fight the economic crisis. History judges FDR’s departure from the gold standard as a complex and multifaceted decision. While some viewed it as a necessary step to combat the Great Depression, others criticised its long-term effects.
At the press conference, FDR told us, “The whole problem before us is to raise commodity prices. For the last year, the dollar has been shooting up (this was a reference to the depreciating pound sterling), and we decided to quit competition.” The next day, he signed Executive Order 6111, which was a significant regulation that heavily controlled the export and transaction of gold in foreign exchange. At the time, FDR prioritised bold action in times of crisis; he may have thought incremental tweaks were insufficient. Sometimes change leaders must be willing to break from convention and previous constraints. They communicate the urgent need for change by vividly highlighting the unsustainability of the status quo. Change leaders seize the windows of opportunity and act decisively when circumstances create openings for transformational change. They embrace a pragmatic, flexible mindset and adapt strategies as situations evolve. Leaders of change embody resilience and perseverance to navigate obstacles, learn from setbacks, and remain steadfast in pursuing the change vision. Leaders of Change Prioritise Bold Action.
“Leaders of change prioritise bold action, seize opportunity, embrace a pragmatic flexible mindset, build a coalition of support and embody resilience and perseverance”
In today’s rapidly evolving business landscape, the implementation of new technology and artificial intelligence (AI) has become imperative for organisational growth and competitiveness. Leaders spearheading this change and transformation should embrace a pragmatic, flexible growth mindset to effectively navigate the challenges and opportunities presented by technological advancements. The integration of new technology and AI demands a pragmatic approach, as leaders need to realistically assess the organisation’s current capabilities and potential for growth. A flexible mindset enables leaders to pivot and adjust their strategies in response to the dynamic nature of technological change, ensuring that the organisation remains agile and responsive to emerging trends. Moreover, a growth mindset instils a culture of curiosity, experimentation, and resilience, encouraging employees to embrace technological change as an opportunity for learning and professional development.
Pragmatic, flexible thinking is particularly crucial in the context of technological implementation, as it allows leaders to navigate the complexities of change management, address potential resistance, facilitate a smooth transition, and maximise employee adoption. By fostering a growth mindset, leaders inspire a culture of innovation, adaptability, and collaboration, essential qualities for leveraging new technology and AI to drive organisational success.
As leaders, we should embrace the change lessons of history and the wisdom of those who came before us. Take a moment to reflect on your own approach to leading change. Are you prioritising bold action when circumstances demand it? Are you seizing opportunities for change and transformation while remaining pragmatic and flexible as technology and AI evolve?
Further Reading: Change Management Handbook - Leadership of Change Volume 3
Have a fantastic weekend with the ones you love and care for, 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 Summer 2024:
Tags: Business Strategy, Change Management, Leadership
Yuri Gagarin Becomes the First Human to Orbit Earth.
Happy Friday!
On this day, April 12, 1961, Soviet cosmonaut Yuri Gagarin becomes the first human to travel into space and orbit Earth aboard the Vostok 1 spacecraft. Gagarin’s pioneering spaceflight marked a pivotal moment in the space race between the Soviet Union and the United States during the Cold War era. The Vostok 1 spacecraft was launched from the Baikonur Cosmodrome in modern-day Kazakhstan. Gagarin’s single orbit around the Earth, travelling at more than 17,000 miles per hour at an altitude of about 200 miles, took 108 minutes from launch to landing near the town of Engels in the Soviet Union. His historic mission demonstrated the immense technical achievement of putting a human into space and recovering them safely. It was a remarkable feat that had profound cultural significance as a symbolic victory for Soviet space endeavours and communist ideology over American capitalist rivals. Gagarin became an international celebrity almost overnight as newspapers around the world splashed his accomplishments across their front pages. It was a triumph of human ingenuity, determination, and our innate drive to push the boundaries of what is possible. His spacecraft may have been primitive by today’s standards, but the impact of that single orbit around our planet reverberates through the decades. Gagarin’s flight challenged us to dream bigger, reach farther, and never accept arbitrary limits on our potential as a species. It inspired generations of scientists, engineers, and explorers to dedicate their lives to unlocking the mysteries of the cosmos. Additionally, it offered a tantalising glimpse of the vast frontiers awaiting humanity among the stars.
Yuri Gagarin, the Russian astronaut, spoke the first words in space, “I see Earth! It is so beautiful!” However, he was disappointed to be banned from future space missions because the Soviet state considered him too valuable a propaganda asset to risk his life. Gagarin’s orbit was the first lap, opening up a cosmic playing field where humanity’s greatest adventures still lie ahead, awaiting those who dare to take them on. The Soviet Union space mission envisioned the impossible, they inspired a team by casting an audacious vision that shattered perceived limitations. They took calculated risks because transformational change requires venturing into uncharted territory with intelligent risk tolerance. The Soviets persevered through setbacks, relentlessly pushing forward even when facing resistance, delays, or obstacles. They built a mission-driven culture that shaped an institutional culture laser-focused on the change imperative. Gagarin embraced the ambassadorial role to embody and promote the change vision as the principal evangelist. Build a Mission-Driven Change Culture.
“Envision the impossible, take calculated risks, persevere through setbacks, build a mission-driven culture, and relentlessly embrace the ambassadorial role as the change leader”
The leadership team creating the change vision doesn’t have to be able to predict the future, but they should be aware of rapidly changing customer buying habits, emerging technology, and social media trends so various scenarios can be drafted to align with the external environment. The organisation’s change vision should be a vivid, imaginative conception of how the organisation will look or operate when the change is fully implemented, as well as clarifying the benefits to customers or other stakeholders. It will act as an internal communication tool that will help to align and inspire the employee’s emotions, so they will give their commitment to the change. This must be considered when the change vision is being developed. Selected business considerations of the change vision are that it must:
Further Reading: Change Management Leadership: Leadership of Change Volume 4
Have a fantastic weekend with the ones you love and care for, 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 Summer 2024:
Tags: Business Strategy, Change Management, Leadership
1722, Dutch navigator J Roggeveen discovers Easter Island (Rapa Nui).
Happy Friday!
On this day, April 5, 1722, Dutch navigator Jacob Roggeveen was the first European to discover Easter Island (also called Rapa Nui) in the south-eastern Pacific. The discovery by Roggeveen and his crew aboard the Dutch West Indies Company ships, the Arend and Thienhoven, was a pivotal moment in the history of human exploration and cultural exchange. This remote and isolated island, located in the south-eastern Pacific Ocean, had remained untouched by European influence for centuries, preserving a rich and enigmatic culture that would captivate the world. Roggeveen’s account of the island, which he named “Easter Island” in reference to the day of its discovery, provides a glimpse into the awe-inspiring sight that greeted the Dutch sailors. The island’s landscape featured numerous colossal stone statues, called moai, crafted by the native Rapa Nui people. These imposing figures, with some reaching heights of over 30 feet, have evolved into enigmatic emblems of the island’s history, captivating the global fascination of scholars and tourists. When the Dutch landed, the islanders crowded around, eager to touch the Dutch, their clothes, and their guns. A sudden shot sparked a fatal firefight, leading to the unintended death of ten or twelve islanders. The natives later sought to trade food for the remains of their deceased, and the Dutch departed soon after. The Rapa Nui people, who had inhabited the island for centuries, had developed a complex and highly sophisticated society, with a unique system of writing, intricate stone architectures, and a rich oral tradition. Roggeveen’s encounter with the island’s inhabitants marked the beginning of a long and often tumultuous history of cultural exchange and colonisation that would forever alter the course of the island’s development.
According to the ship’s official log recorded on April 6, 1722, “On the arrival of daylight, we send close in to the land two well-manned shallops, properly armed (that we may be in a state of defence in case of any hostile meeting), and show all friendliness towards the inhabitants, endeavouring to see and inquire……” Roggeveen cultivated a spirit of exploration, fostering curiosity, adaptability, and a commitment to continuous learning while not being a threat. Change leaders recognise and celebrate diverse perspectives within both society and organisations, promoting inclusivity, innovation, and respectful collaboration. They are open to the transformative power of new insights, understanding that encountering the unknown can challenge existing beliefs and paradigms. Effective communication, cultural intelligence, and a genuine interest in understanding different perspectives are essential for creating positive relationships and ensuring that change initiatives are culturally sensitive and well-received. However, change often encounters hazardous, unintended consequences. Change Leaders Must Expect Unintended Consequences.
“Change leaders cultivate a spirit of exploration, valuing diversity, adapting paradigms, and balancing exploration with respect, knowing they could encounter hazardous, unintended consequences”
Respectful change leadership fosters an environment where employees feel valued, heard, and empowered, leading to increased morale, motivation, and productivity. By prioritising respect and appreciation for employees’ contributions during times of change, respectful change leadership cultivates trust and loyalty, facilitating smoother transitions and greater organisational resilience. Respectful change leadership embodies the fundamental principle of showing admiration and appreciation for employees’ contributions within the organisation. Regardless of their position or role, employees universally crave respect, desiring acknowledgment for their skills and experiences. Even in times of organisational change, maintaining respect for departing employees is crucial, as they may serve as valuable ambassadors for the organisation in the future. Leaders should recognise that respectful treatment of employees, even those leaving due to change, can cultivate goodwill and potentially lead to future opportunities.
Further Reading: Change Management Leadership: Leadership of Change Volume 4
Have a fantastic weekend with the ones you love and care for, 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 Summer 2024:
Tags: Leadership, Change Management, Business Strategy
2004: Ireland Becomes First Country to Ban Smoking in Public Places.
Happy Friday!
On this day, March 29, 2004, Ireland made history by becoming the first country to ban smoking in all workplaces, igniting a pioneering change that would set a global precedent for public health and activate a transformative wave in attitudes and policies towards tobacco use. The Irish workplace smoking ban, introduced by the Tobacco Smoking (Prohibition) Regulations 2003, prohibited smoking in all enclosed workplaces, including restaurants, bars, and pubs. The smoking ban in Ireland sparked both support and opposition. Advocates emphasised its potential to reduce second-hand smoke exposure, improve air quality, and encourage healthier lifestyles, backed by studies highlighting the health risks associated with second-hand smoke. Conversely, opponents, especially in the hospitality industry, expressed worries about potential business impacts, fearing customer and revenue declines leading to job losses and economic repercussions. Evidence from similar bans in other countries consistently disproved these concerns, and businesses adeptly adjusted to smoke-free settings. This ground-breaking legislation was a significant step in protecting workers and patrons from the harmful effects of second-hand smoke, serving as a turning point in public health policy and setting a precedent adopted by numerous countries globally.
On the day the ban came into place, Ireland’s health minister, Micheál Martin, told us, “I get a sense that this a decision and an initiative whose time has come, and that people are in a position to respond.” Enacting a comprehensive smoking ban in workplaces was a significant departure from the prevailing norms at the time. Creating transformative change demands visionary advocacy and the courage to challenge deeply ingrained societal norms. Change leaders challenge the status quo and have courage to confront established norms when positive change is needed. They use evidence-based decision-making grounded in solid data and research to build credibility and understanding. Leaders of change communicate and engage stakeholders to foster open dialogues to address concerns and build consensus. They lead by example to take pioneering steps to inspire others and catalyse broader change. Change leaders continuously evaluate and adapt, they monitor outcomes, gather feedback, and make necessary adjustments. Change Leaders Shape a Better Future for All.
“Visionary advocacy and strategic change leadership use scientific data to unite stakeholders to defy norms, remain resilient, and shape a better future for everyone”
An early major change adoption challenge for the organisation is making sure the employee understands the business reason for change, as well as how it impacts them. The second change management adoption tactic is to provide greater insights into the change so that the wider context is understood. This is best done when communicated face-to-face at meetings and events. The objective is to create an “Understanding” of why the organisation is making the change and how it will impact employees, as well as what is required of them. Building on an employee’s awareness of the change and explaining exactly what is going to change and how it will impact them helps employees to understand and starts to prepare them for change involvement:
- Cost benefit analysis, alternative solutions, the risk of not changing, and business and operational impacts.
- Changes to existing processes.
- Changes to existing systems.
- Support from the organisation’s leaders.
Have a fantastic holiday weekend with the ones you love and care for, enjoy some fresh air, exercise, eat, drink and be happy.
Further Reading: Change Management Adoption - Leadership of Change Volume 5
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
Tags: Business Strategy, Change Management, Leadership
1993: Intel Corporation produces the first Pentium microprocessor.
Happy Friday!
On this day, March 22, 1993, the Intel Corporation produced the first Pentium microprocessor, a major milestone in the history of computing and a game-changing event that ushered in a new era of technological advancement. The Pentium processor, officially known as the Intel P5 or 80501, was a ground-breaking microprocessor developed by Intel. It was the company’s first superscalar architecture microprocessor, capable of executing multiple instructions simultaneously, and represented a quantum leap in computing power, offering unprecedented performance and capabilities compared to its predecessors. With its innovative design and enhanced processing abilities, the Pentium redefined the possibilities of personal computing, empowering users with the ability to tackle more complex tasks and run demanding applications with greater ease and efficiency. The historical significance of the first Pentium microprocessor extended beyond its immediate impact on the world of technology. It symbolised a turning point in the ongoing quest for innovation and progress, showcasing the relentless pursuit of excellence and advancement that defines the realm of technological development.
Vinod Dham, regarded as the ‘Father of the Pentium’, played an instrumental role in the development of the ‘Pentium killer’ processor. He told us, “Speed was God for us when we designed Pentium. All we did was to build the fastest BMW or Lamborghini equivalent of a chip.” Dham’s vision and technical leadership were critical in making the Pentium a reality and keeping Intel at the forefront of microprocessor innovation. Leaders of change adapt to market needs, challenge the status quo, and venture into new, innovative territories, even if it is risky. They cultivate continuous improvement to foster a culture of ongoing learning, adaptation, and refinement of products and processes. Change leaders address challenges openly and honestly, providing regular updates to stakeholders. They empower their teams by providing clear direction, resources, and an environment that encourages collaboration and accountability. Leaders of change recognise collective effort and acknowledge that major transformations require the contributions of the entire team. Change Leaders Adapt to Market Needs.
“Change thrives when leaders boldly innovate; they cultivate continuous improvement, transparently communicate, empower their teams, and recognise collective effort”
4IR offers employees two choices: either change or regress. Organisations and employees should see improving and changing systems as a fantastic opportunity to learn and grow, by getting involved in the change design process. The existing employees of an organisation will know the current system’s performance deficiencies. These employees can provide invaluable insights into how to make the new systems better when they are involved in their implementation. This is particularly the case when an existing system is being updated and the employees know the system well. They will also have insights from previous system change implementations, and they will know what works and what does not.
However, organisations usually buy their business systems from leading technology vendors who have their own SMEs, and it is unlikely that the organisation implementing the change will have the skills and knowledge to operate a brand-new system without extensive training and work experience. Business system design and capability are advancing at a fast rate, and the existing internal SMEs may not have the required aptitude (even with training) to competently operate the new systems. That aside, some of the existing business SMEs can play a critical role in change design implementation:
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 Adoption - Leadership of Change Volume 5
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
Tags: Business Strategy, Change Management, Leadership
1985: First .COM domain name, symbolics.com, registered.
Happy Friday!
On this day, March 15, 1985, Symbolics Computer Corporation, a computer systems company based in Massachusetts, registered the first-ever .com domain name: symbolics.com. This historic event marked the beginning of the commercial era of the internet, which would eventually transform the way we live, work, and interact. The .com domain, short for “commercial”, was initially intended for businesses and commercial entities operating on the internet. Prior to this, the internet was primarily used for academic and research purposes, with domains like .edu (education) and .gov (government) being the main top-level domains (TLDs) in use. By registering symbolics.com, they paved the way for businesses worldwide to establish an online presence and tap into the vast potential of the internet. This milestone occurred just four years after the first transition of the ARPANET from a research project to a fully operational network and two years before the introduction of domain name servers (DNS) in 1987, which helped organise and manage the rapidly growing number of domain names. By actively seeking out and embracing change, we open ourselves up to growth, innovation, and progress, much like Symbolics Computer Corporation did in 1985.
Aron Meystedt bought symbolics.com in 2009 as a piece of internet history and told us he is very “humbled to be able to own it.” He later turned it into a kind of internet history archive, which stands as a digital museum for the history of the internet. The initial .com registration stands as a testament to the potential of human creativity and the capacity for forward-thinking and visionary change. Change leaders anticipate industry trends and changes, positioning their organisations proactively to thrive in evolving landscapes. They embrace innovation and foster adaptability within the organisation to navigate change effectively. Change leaders are willing to challenge the status quo, explore new avenues, and lead the organisation into uncharted territories as pioneers in the industry. They communicate the vision, purpose, and benefits of change transparently to gain understanding and support from stakeholders. More importantly, change leaders recognise the strategic importance of branding and positioning during periods of change, leveraging these elements to establish a strong presence in the market. Embrace Unknown Change With a Growth Mindset.
“Anticipate industry trends, position your organisation proactively, embrace innovation, foster adaptability, and recognise the strategic importance of branding and positioning during periods of change”
Growth Mindset Change Principles: Both fixed mindset employees and resistance are inevitable in nearly all change implementations. If leaders promote growth mindset change principles, they can negate some of the fixed mindset traits and associated resistance during the change execution phase. Ten key growth mindset principles are outlined below:
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
Tags: Business Strategy, Change Management, Leadership
2014, Malaysia Airlines Flight MH370 with 239 people disappears.
Happy Friday!
On this day, March 8, 2014, Malaysia Airlines Flight MH370 with 239 people loses contact and disappears, prompting the most expensive search effort in history and one of the most enduring aviation mysteries. The Boeing 777 aircraft, carrying 227 passengers and 12 crew members, took off from Kuala Lumpur International Airport en route to Beijing but never reached its destination. The last communication from the plane was a routine message sent around 40 minutes after take-off, and then it vanished from radar screens. The search for MH370 was an unprecedented international effort, involving over 25 countries and costing hundreds of millions of dollars. The initial search focused on the South China Sea and the Malacca Strait, but as time passed, the search area expanded to cover vast swaths of the Indian Ocean. Despite the deployment of cutting-edge technology, including underwater drones and sonar systems, the aircraft's final resting place remained elusive. In January 2017, after nearly three years of intensive searching, the underwater search for the wreckage was officially suspended.
The final words heard by Kuala Lumpur air traffic control at 01:19:29 were, “Goodnight, Malaysian Three Seven Zero.” The disappearance of Flight MH370 serves as a stark reminder that change can happen unexpectedly and without warning. Change leaders proceed with resilience and navigate uncertainty even when facts remain unclear. They understand the need to be transparent with all stakeholders and communicate with empathy. Change leaders stay abreast of technological advancements and strategically integrate them into their initiatives. They rely on accurate and timely data to inform their decisions, rather than relying solely on intuition or assumptions. Embrace Unexpected Change With Resilience.
“Embrace unexpected change with resilience, lead through uncertainty, communicate facts with empathy, leverage technology, ignore assumptions and make data-driven decisions”
Leading organisational change, especially when it involves delivering negative news or making difficult decisions that impact employees’ lives, requires a high degree of empathy from change leaders. Empathy, the ability to understand and share the feelings and experiences of others, is a crucial trait that can make a significant difference in how employees embrace and navigate change. When change leaders exhibit empathy, they demonstrate awareness and understanding of the emotional journey their employees are going through. They acknowledge that each individual reacts differently to change and that the prospect of altering work routines, acquiring new skills, or facing potential job insecurity can be daunting and anxiety-inducing. By putting themselves in their employees' shoes, empathetic change leaders can better anticipate and address the concerns, fears, and uncertainties that arise during the change implementation process.
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
Tags: Business Strategy, Change Management, Leadership
1961 US President JFK establishes the Peace Corps.
Happy Friday!
On this day, March 1, 1961, President Kennedy signed Executive Order 10924, establishing the Peace Corps to promote world peace and friendship. The new programme empowered volunteers to provide two years of service abroad, assisting communities with basic needs like food, health, shelter, and education, while fostering cultural exchange and mutual understanding at the person-to-person level. Kennedy had initially introduced the concept during his 1960 presidential campaign and worked closely on the vision and structure once in office before recruiting the first 500+ volunteers who trained that summer and shipped out across the globe by the end of 1961. This proposal was met with enthusiasm, as more than 25,000 letters were received in response to Kennedy’s call. The Peace Corps started during the Cold War to spread American values globally in response to Communist criticism, but its focus on altruism went beyond political differences. Since its inception, more than 235,000 volunteers have joined the Peace Corps, serving in 141 countries worldwide.
The Peace Corps remains one of Kennedy’s most vivid living legacies. Six weeks earlier, in his inaugural address, he made his famous call to public service by asking Americans, “To ask not what your country can do for you, ask what you can do for your country.” Change starts when visionary leaders inspire and attract devoted disciples across bureaucracy and translate ideas into organisational reality with tireless persistence. They secure resources by aligning the vision with existing stakeholder priorities, coalitions, and budgets. They balance impatience against care in planning to allow risk-taking while mitigating pitfalls. Finally, change leaders must personally role model the new way, they must be actively present and engage to ensure momentum and sustainability. Lead Change Through Engaged Role Modelling.
“Create change through a vision with moral purpose, attract devoted disciples, secure resources, balance impatience against care in planning, and lead through engaged role modelling”
The second main responsibility for the leadership team in implementing their organisation’s change is to ‘Model the new way’. This is about making the leader’s change vision a reality by modelling the new way of working. Without the execution of the change vision by leaders, the organisation will not move from the current ‘a’ state to the improved future ‘B’ state. To make this happen, the leadership team is effectively and proactively involved, and responsible for three important subset responsibilities. Working with the sponsor, they must involve employees in the change design and model the new skills and behaviours to enhance the employee change experience. These responsibilities cannot be delegated, they cannot be sent as an email instruction, and they are not the responsibility of the change team.
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
Tags: Business Strategy, Change Management, Leadership
1947 - The International Organisation for Standardisation (ISO) begins operating.
Happy Friday!
On this day, February 23, 1947, the International Organisation for Standardisation (ISO) began operating, marking a significant milestone in the world of standardisation and quality management. Founded in Geneva, Switzerland, the ISO was established to develop and publish international standards to facilitate trade and ensure the quality and safety of products and services on a global scale. The creation of ISO was a response to the need for standardisation in the post-World War II era, where international trade and cooperation were becoming increasingly important. The organisation aimed to harmonise standards across countries, making it easier for businesses to navigate different regulatory environments and ensuring that products and services met consistent quality benchmarks. The ISO was created through the merger of two organisations. The first was the International Federation of the National Standardising Associations (ISA), which was established in New York in 1926 and operated from Switzerland. The second was the United Nations Standards Coordinating Committee (UNSCC), which was administered in London in 1944.
On ISO’s 70th anniversary back in 2017, ISO President Dr. Zhang Xiaogang told us, “For 70 years, ISO has made standards that have shaped our history and accompanied the world’s greatest innovations.” Visionary change requires looking beyond present turmoil and imagining smarter future ways of operating, as ISO’s founders did by developing standards to enable post-war reconstruction. By inviting diverse global input, ISO standards reflect broad perspectives and gain wide cooperation and buy-in. They standardised selectively around what matters based on creating meaningful order rather than bureaucratic distraction. Living standards enable continual improvement as ISO incorporates new technologies and knowledge to keep standards relevant. Improve Standards Through Shared Change Vision.
“Change leadership is about creating a vision of smarter future ways of operating, inviting diverse global input, developing meaningful order, and continuously improving standards”
The first step for the leadership team in implementing their organisation’s change is to ‘Articulate the change vision’, The leadership should be continually explaining how it is aligned to the organisation’s vision, mission, objectives, and strategy. Leaders should outline why the change programme is important to the organisation, why the organisation has chosen this vision for change, the benefits, and what the disadvantages are of not implementing this change successfully. Unfortunately, some of those in leadership positions will not have the aptitude to articulate the vision effectively. Effective articulation requires strong communication skills, clarity of vision, and the ability to inspire others. Those lacking these qualities can undermine the change effort by failing to generate excitement, understanding, and commitment from their teams. To compensate, organisations may need to provide communication coaching or training, pair weaker leaders with stronger communicators, or shift responsibilities to give greater voice to those able to articulate effectively. Success also depends on two-way communication, so leaders must actively listen and invite participation rather than merely broadcast the vision.
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
Tags: Business Strategy, Change Management, Leadership
2005 - Kyoto Protocol comes into force.
Happy Friday!
On this day, February 16, 2005, the Kyoto accord, which aimed to curb the air pollution blamed for global warming, came into force. 141 countries, accounting for 55% of greenhouse gas emissions, ratified the treaty, which pledged to cut emissions by 5.2% by 2012. However, there was still uncertainty and opposition over how the emission reductions would be made and the economic impacts. The Kyoto Protocol was a landmark agreement under the United Nations Framework Convention on Climate Change (UNFCCC) and the result of decades of effort to negotiate an international solution to global warming. The adoption and ratification of the Kyoto accord were met with both praise and criticism. However, the Kyoto accord marked a significant milestone in the global fight against climate change and laid the foundation for future international cooperation and collective action to reduce greenhouse gas emissions. Despite its limitations and challenges, it paved the way for subsequent international agreements and initiatives, such as the Paris Agreement in 2015.
At a ceremony in Kyoto, Japan, to mark the occasion, Joke Waller-Hunter, Executive Secretary of the UNFCCC, told environmental ministers from around the world, “This marks the beginning of a new era in international efforts to reduce the risk of climate change.” The Kyoto Protocol showcased the change leadership required to address global environmental threats and overcome obstacles in pursuit of a common goal. Progress on complex global agreements takes patience, consensus, and compromise, which inevitably require time given political realities. Proactive leaders forming alliances can set the precedent through peer pressure rather than relying on universal support or waiting for detractors. Remember, no global change initiative will satisfy all sides, but progress will lay the foundation for the next steps. Global Change Takes Compromise, Not Perfection.
“Leading global change takes compromise, not perfection; build coalitions to take essential steps, apply peer pressure, and lay the foundations for future progress”
Leaders of change need to create a powerful coalition of change agents to help them successfully implement organisational change. Change agents with organisation credibility and change skills can be the sponsor and leader’s business change partner. Change agents can be invaluable enablers of change. The sponsor can use the change agents as conduits between the leadership team and employees, cascading the change message through every level of the organisation. The sponsor and leadership team should see the change agents as their business partners in the workplace, helping them to deliver the change vision. Change agents can act as a feedback loop, providing the sponsor and leaders with insights into how the employees are reacting to the change. They will be able to detect resistance, as well as see what change tactics are working well and those that are not. Change agents can be an organised group, leaders, or individuals that undertake the task of leading, communicating, and facilitating change in an organisation. Change agents embrace and lead change (growth mindset), moving the organisation towards adoption and 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 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
1969 - Boeing 747 flies for the first time.
Happy Friday!
On this day, February 9, 1969, the Boeing 747 airliner takes its first test flight, ushering in a new era for commercial aviation with the original jumbo jet. Conceived in the mid-1960s to meet surging passenger demand, the unprecedentedly large, wide-bodied 747 underwent intense design testing before its inaugural, nearly hour-long trip from Boeing’s Everett (Washington) factory, piloted by Jack Waddell. The experimental 367-ton aircraft amazed crowds who glimpsed it airborne. Despite its mammoth proportions challenging conventional aeronautics, initial results surpassed design limits, reaching higher speeds while requiring shorter take-off distances than specifications. The triumphant inaugural flight served as a resounding endorsement of Boeing’s bold decision to push the boundaries of aircraft size and capacity. Pan Am rolled the first B747 on a commercial route from New York to London, carrying 17 crew and 332 passengers. The introduction of the B747 brought continents closer than ever before, significantly enriching the lives of countless individuals through the unprecedented opportunity for global travel.
Following the first flight, Jack Waddell, the chief test pilot, told the press conference, “It handled magnificently. It’s a pilot’s dream.” The B747 challenged assumptions that scale constraints made 400-passenger aircraft unviable. Boeing rejected conservative scepticism, instead embracing the necessary complexity to architect the seemingly impossible. Additionally, Boeing demonstrated strategic patience in long-term value creation, not just quarterly returns. When facing doubts about whether visionary change remains plausible, we must pursue ambitious innovation to achieve purposeful outcomes. Transformational change flows from teams translating prototypes into new paradigms through commitment and enriching lives across generations. True Change Enriches Lives.
“To enable true change, challenge constraints through rigour and patience while pursuing ambitious innovation, so purposeful visions, once proven, enrich the lives of generations”
What if your change vision had purpose? Purpose could help answer the ‘why this change?’ question. People who have a higher sense of purpose in life, a sense of direction, and defined goals are likely to be more content and healthier. The term ‘purpose-led’ has been mentioned a lot recently, and the concept is becoming more popular. We now live in a world where what an organisation is, what it does, and how much money it makes are under incredible scrutiny, especially on social media. Purpose-led organisations are focused on ensuring they have a reason to exist; this goes beyond profit and focuses on how they positively impact society. Purpose-led organisations are more ambitious, they attract the best talent, inspire innovation, make faster decisions, and are more trusted, thus attracting more customers and retaining their loyalty.
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
1990 - De Klerk dismantles apartheid in South Africa.
Happy Friday!
On this day, February 2, 1990, F. W. de Klerk announced the unbanning of the African National Congress (ANC) at the opening of Parliament and promised to release Nelson Mandela. This marked a pivotal turning point in South Africa’s history. Nelson Mandela had already spent nearly 30 years in prison for his opposition to apartheid and fight for racial equality. His impending release signified the possibility of peaceful negotiations and reform after decades of violence and unrest. F. W. de Klerk challenged the long-held assumptions and policies that upheld apartheid. This required not just risk-taking but also a willingness to admit that the status quo and long-standing beliefs were fundamentally unjust. The impact of this change was profound. South Africa’s transition to democracy brought an end to apartheid, dismantled institutionalised racism, and established a new era of equality and justice. F. W. de Klerk and Nelson Mandela worked together to achieve this change and were jointly awarded the Nobel Peace Prize in 1993.
As F. W. de Klerk walked into the opening of the session of the Parliament that day, he told his then wife, “South Africa will never be the same again.” He went against norms perpetuated by his own political party to initiate reforms. As a change leader, he took responsibility for recognising when systems were fundamentally unjust rather than defending the status quo. He understood the need to bring the ANC and other groups to the table in order to gain buy-in and collaborate. Additionally, de Klerk persisted through setbacks over years of complex negotiations. The path to progress is never smooth. When talks stalled, de Klerk remained resilient and flexible to keep momentum; he remained loyal to his values and vision to inspire change. Change Leadership Means Challenging Assumptions.
“Pronounced change leadership means challenging assumptions, engaging stakeholders, persisting resiliently, finding common ground, and constantly communicating vision”
When leading change, never forget that some of your stakeholders will have their own motives and will be asking themselves, “What’s in it for me?” No matter how good the wider change team is (leaders, sponsor, and the change team itself), how hard you work, or how important the change programme may be to the organisation, without good stakeholder engagement, you will hit major barriers. As mentioned in the introduction to this section, stakeholders can be defined as any group or individual who can affect or be affected by the organisation’s change, transformation, or initiative. Detailed stakeholder analysis and mapping are critical to ensuring the wider change team understands and manages resistance throughout the change programme.
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
1998 - Bill Clinton Denies on National Television.
Happy Friday!
On this day, January 26, 1998, President Bill Clinton gave a defiant national television address forcefully denying allegations he had engaged in an affair with former White House intern Monica Lewinsky. Clinton famously declared, “I did not have sexual relations with that woman, Miss Lewinsky.” However, subsequent evidence eventually exposed this statement as false, unleashing a torrent of criticism and charges that devastated Clinton’s reputation. Five days earlier, investigative journalists brought to light clandestine encounters occurring between 1995 and 1997, all transpiring while Clinton was married. The revelation that Lewinsky, who was just 21 at the time, coupled with the significant power imbalance and apprehensions about impropriety, heightened the already considerable public scrutiny as the controversy resonated globally. Clinton gambled on bold confidence, swaying perceptions back in his favour. However, the tactic proved catastrophic long-term once incontrovertible proof emerged showing he had misled the investigation, the public, and his own family. Clinton then faced urgent damage control to both save his presidency and rebuild lost esteem.
Clinton himself later expressed deep regret for the choices made, he told us, “If you live long enough, you'll make mistakes. But if you learn from them, you'll be a better person.” The scandal lingered for decades, forever marring his presidential legacy and some of the great things he did. Character alignment with values and deeds proves integral to credible leadership and is not an optional trait. Contrition and transparency, however uncomfortable, remain the only effective antidotes to criticism over wrongdoing. Stay focused on purpose and restore balance to the discourse that has been distorted by preoccupations. Have the courage to admit imperfections risks less reputational damage than deceit, shifting blame, or stonewalling inquiries. Change Leaders Align Character With Values.
“Moral change leaders align character with values; they embrace transparency over deceit, focus on purpose, and risk imperfection admissions over damage control”
There is much research to indicate that organisational leaders who value morality outperform their unethical peers. While most employees believe moral leadership delivers better business results and more successful change, few believe that leaders demonstrate these qualities consistently. We are all too aware of organisations with low morality and the damage inflicted on society; they may even have suffered financially as a result. Moral leaders set and guide themselves with strong values and ethics. They create a healthier workplace culture and environment for change. Moral leaders excel at setting high standards and modelling the new skills and behaviours to enable employee change adoption.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
1988 - Writer Christopher Nolan, Unable to Move or Speak, Wins the Whitbread Prize.
Happy Friday!
On this day, January 19, 1988, disabled author Christopher Nolan, who could not move or speak because of an accident at birth, won the prestigious Whitbread Book of the Year prize. The prize brought Nolan acclaim at age 23 as the youngest recipient at the time. His memoir stood out among over 100 contenders because of its poetic style and insight into the mind of a disabled person. At the age of 11, Nolan was prescribed a new drug, Lioresal, which allowed him to move one muscle in his neck, and he started to type using a rubber-tipped spike attached to a headband. Nolan’s remarkable achievement showcases his exceptional talent as a writer and serves as a powerful reminder of the indomitable human spirit. It goes beyond the literary world, inspiring people with disabilities to achieve greatness and make an impact in their chosen fields. This triumph challenges societal notions about disability, emphasising the importance of true inclusivity and equal opportunities for all.
In his acceptance speech at Whitbread’s London Headquarters, read by his mother, Nolan said: “I want to shout with joy. My heart is full of gratitude. You all must realise that history is now in the making. Crippled man has taken his place on the world's literary stage.” Nolan refused to equate his physical limits with being limited in purpose or impact and embraced life’s challenges and personal limitations. His unwavering determination to overcome adversity and achieve his goals serves as a reminder of the importance of perseverance when facing adversity. He reinvented the concept of contribution, finding new and innovative ways to make his mark on the literary world. Christopher Nolan served as a powerful source of change leadership inspiration when he set new standards for diversity, equity and inclusivity. Reinvent How You Contribute to Change.
“Embrace life’s challenges and personal limitations, persevere through adversity, innovate and reinvent so you can contribute, set new standards for change, diversity, equity and inclusivity”
As leaders of change, we must put people first, and our objective is to provide employees with a positive change transition experience. Not only does a DEI organisation drive better business results, but they are also more innovative. They help attract better and more talented employees, improving brand reputation. A DEI environment can be a great foundation for successful change implementation.
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
Tags: Business Strategy, Change Management, Leadership
1967 - James Bedford’s Cryonic Preservation.
Happy Friday!
On this day, January 12, 1967, James Bedford’s body was frozen with the intent of future resuscitation, becoming the first human to be cryonically preserved. His body awaits resuscitation in Scottsdale, Arizona. This ground-breaking event marked a pivotal moment in the history of cryonics, the low-temperature preservation of humans and animals with the hope of one day reviving them. Dr. James Hiram Bedford, a 73-year-old psychology professor from Glendale, California, was terminally ill with kidney cancer when he made arrangements to have his body frozen after his death. Bedford’s body was cooled with ice packs and injected with cryoprotectant to prevent ice crystal formation in cells. He was later transported to Phoenix, Arizona, where he became Patient 1 at the Alcor Life Extension Foundation. His body was placed in a vessel filled with liquid nitrogen and cooled to -196°C (-320°F). At this ultra-low temperature, all biological activity stops. The hope is that one day science and technology will advance enough to safely revive and cure people preserved this way.
The cryonics community celebrates “Bedford Day” on January 12, honouring his decision to embrace this experimental technology to extend his natural lifespan. Cryonics has captivated scientists, futurists, and the general public, challenging conventional narratives about mortality and prompting profound questions about life, consciousness, and the boundaries of medical intervention. Change leaders should be willing to use innovation even in the face of scepticism. Navigating transformative change demands resilience, with leaders exhibiting unwavering commitment in pursuing their vision despite adversity. They must be adept at navigating complex ethical considerations, balancing progress with respect for values. Effective change leadership requires a future-oriented mindset, embracing a forward-thinking perspective, considering the long-term impact of decisions, and envisioning possibilities beyond immediate circumstances. Change leaders should also cultivate a shared sense of purpose and engage stakeholders in a common vision, inspiring collective action towards transformative outcomes. Innovation Is Inherent in Change.
“Change leadership requires innovation amid scepticism, resilient commitment in adversity, ethical navigation, a future-oriented mindset, and the ability to inspire collective efforts for transformative outcomes”
Leaders who inspire a shared change vision passionately make a positive difference to any change, transformation or improvement initiative. The change vision can become the heart and soul of the change. It should describe a future that appeals to the employees on an emotional level, and it should create momentum and excitement, providing the required extra focus and motivation to implement the change. Without an inspired change vision, it is very difficult to bring the impacted stakeholders together with a common goal to work as part of a cohesive force striving for successful change implementation. Employees and other key stakeholders will look to the leaders, waiting for them to ‘Articulate the change vision’ and to paint the picture of the future.
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
1914 - Henry Ford Minimum Wage.
Happy Friday!
On this day, January 5, 1914, the Ford Motor Company announces an eight-hour daily work limit and a minimum wage of $5 per day, doubling pay for line workers. This ground-breaking announcement shocked the industry and society. At the time, factory shifts spanned dawn to dusk, six days a week. The announcement was not merely an altruistic gesture, but a strategic move aimed at addressing several challenges simultaneously. The initiative aimed to reduce high turnover rates, increase productivity, and, perhaps most importantly, enable Ford’s own workers to afford the automobiles they were producing. Ford sensed that economic security depended on consumer capacity, not just elite wealth, so he shared skyrocketing Model T profits to buoy long-term prosperity. The move sparked outrage from capitalists yet overwhelming national applause which, gained traction over time. The impact on individual lives is immediate; relieved families could plan futures before only imaginable by elites. Dignity rose amid dehumanising industrialisation, a glimpse of balance benefiting both profits and people.
Henry Ford told us, “The owner, the employees, and the buying public are all one and the same, and unless an industry can so manage itself as to keep wages high and prices low, it destroys itself, for otherwise it limits the number of its customers. One’s own employees ought to be one's own best customers.” He compelled us to consider how such transformative decisions can influence our approach to change, leadership, and the ongoing pursuit of a fair and equitable society. Ford’s pioneering change challenges conventions by radically reimagining assumptions because innovation understands the interdependency between consumer capacity and growth. Progress depends on expanding dignity through ethical profit-people balance and change leaders lift nations by empowering disadvantaged communities that are overlooked yet vital. The lessons learned from this historic event continue to guide our understanding of change, urging us to embrace responsible practices that not only benefit businesses but also contribute to the collective progress of humanity. Change Leadership Transcends Profit.
“Pioneering change uplifts by empowering those overlooked, balancing ethical progress and profit through understanding the interdependency of people's dignity and shared prosperity”
Respectful leadership is about showing admiration for an employee and appreciation for their role and contribution within the organisation. No matter what role an employee plays within an organisation, they all want respect for what they do, to be treated with common courtesy, and to be valued for their skills and experience. Respectful leadership is appreciated by employees and is seen as a two-way street. Even if an employee is leaving the organisation as a result of the change, they should still be shown respect. Leaders should remember that these employees could be ambassadors for the organisation as well as future customers. More widely, respectful change leaders are respected leaders; they get better responses when modelling the new skills and behaviours with reduced employee resistance.
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
New Constitution of Ireland 1937.
Happy Friday!
On this day, December 29, 1937, a new constitution, established by a national referendum, changed the name of the Irish Free State to (Eire) Ireland. The historical significance of this event cannot be overstated. It represented the culmination of decades of struggle and sacrifice by Irish nationalists who had fought for their country’s right to determine its own destiny. The Irish Free State, which had been a part of the British Commonwealth since its establishment in 1922 under the Anglo-Irish Treaty signed in 1921, was now officially known as Ireland. The Irish Free State came into existence during a turbulent era in Ireland's history, marked by the struggle for independence from British rule. The Anglo-Irish Treaty of 1921 granted limited self-governance to Ireland, establishing the Irish Free State as a dominion within the British Commonwealth. However, the treaty remained a contentious issue, as it fell short of the aspirations of many Irish nationalists who sought complete independence. It was not until 1937, with the passing of the new constitution, that Ireland made a decisive break from its colonial past and asserted its identity as a sovereign, independent state. The constitution, also known as Bunreacht na hÉireann, was drafted by a committee led by Éamon de Valera, who would go on to become the first President of Ireland. The new constitution laid the foundation for a modern democratic republic. It established a parliamentary system, with a president as the head of state and a prime minister as the head of government.
Eamon De Valera was Ireland’s hated hero, a paradoxical figure whose leadership stirred both admiration and disdain. He told us, “I believe in the recognition of Ireland as a sovereign independent state.” His indomitable spirit, dedication to Irish independence, and unwavering commitment to his vision of an Ireland free from British influence left an indelible mark on the nation’s history. De Valera’s legacy prompts us to the complexities of change leadership, the choices that shape nations, and the transformative power of constitutional change. He persisted as a vocal minority voice, cultivating support through passionate arguments that Ireland’s right to self-determination should not be silenced by the violent oppression of dissent, but resolved through peaceful participation. Yet driving legal-constitutional change required galvanising widespread participation to demonstrate majority desire, provide mandate pressures, and force reform. By framing the referendum as an overdue platform to nurture citizens to voice dissatisfaction through ballots, not bullets, turnout and buy-in reached peak levels. Change moved from a political fringe cause to a dominant mainstream preference seemingly overnight after years of cultivation. Change Nurtures Dissent and Galvanises Participation.
“Lasting change blooms not always through revolution but by nurturing dissent and galvanising participation in gradual reforms framed as progress towards shared aspirations”
The ability of leaders to develop a change vision that has purpose is of utmost importance. A clear and compelling vision serves as a guiding light, providing direction and motivation for individuals and organizations embarking on a journey of change. A well-crafted change vision articulates the desired future state and the purpose behind the change. It goes beyond simply stating goals or objectives; it inspires and engages people by connecting the change to a higher purpose or a meaningful cause. When individuals understand the purpose behind the change, they are more likely to embrace it and actively participate in its realisation. Research has shown that leaders who develop a change vision that has purpose are more effective in driving change initiatives. They are able to communicate the vision in a way that resonates with others, creating a shared understanding and commitment to the change. This shared purpose fosters a sense of unity and collaboration, enabling individuals to work together towards a common goal.
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
Brandenburg Gate in Berlin Reopens.
Happy Friday!
On this day, December 22, 1989, the Brandenburg Gate in Berlin was reopened, signifying the reunification of East and West Germany. German Chancellor, Helmut Kohl, Berlin’s Mayor, Walter Momper, and thousands of people gathered to witness this historic moment as they watched the barriers being removed. This event marked the end of the division that had endured for nearly three decades, symbolising the triumph of unity over separation. In the aftermath of World War II, Germany found itself divided into East and West, each influenced by different political ideologies. The Brandenburg Gate, a once-unified landmark, became an iconic symbol of the Cold War division, standing at the heart of a divided Berlin. However, on this momentous day in 1989, the gate ceased to be a mere physical structure; it became a living testament to the power of change and the resilience of the human spirit. The reopening of the Brandenburg Gate held profound significance, as it represented more than just the physical reunification of East and West Germany. It symbolised a momentous occasion of unity for a nation that had long been divided. This historic event laid the groundwork for the formal reunification of Germany on October 3, 1990, a moment when the country would rise above decades of separation and emerge as a stronger, more united Germany.
West German Chancellor Helmut Kohl walked through the gate to be greeted by Hans Modrow, the East German Prime Minister. Hans Modrow made an impassioned speech before an audience of millions, broadcast live on television to East and West Germans. “The burning stench of war must never be smelled here. It must be a gate of peace.” Cheers of “Helmut!”, “Helmut!” drowned out his words. Helmut Kohl responded to the people by declaring it the “most important moment of my life.” Though global superpowers dictated circumstances in post-war Germany, ordinary citizens banded together out of a common dream for freedom and national unity. The fall of the Berlin Wall and the reopening of the Brandenburg Gate teach us that sweeping change can happen when the hunger for freedom reaches a tipping point. Though for decades that 4-metre-high, 155-kilometre wall stood dauntingly immutable, the human spirit proved indomitable. Citizens banded together, voicing their defiance and resolve for a better way of life. Similarly, change leaders must guide people through an orchestrated path of small wins to build momentum without burnout. With each success, confidence grows to take on greater challenges. Create the Change Tipping Point.
“Transformational change is the result of persistent efforts and incremental progress, gradually building the necessary conditions until a tipping point is reached”
A typical question asked by the organisation’s C-Suite and leadership team is, “How long will the change take before we start to see the benefits?” The project change plan and the benefits tracking plan, if accurate and up-to-date, should provide a very good indication. The next question is usually, “Is there anything else we could be doing to speed up adoption and benefit delivery?” If all the a2BCMF® steps are being adhered to, then the simple answer is, “Yes, by reducing or removing resistance to the change.” The best way of doing this is to work with the three groups (‘Advocates’, ‘Observers’ and ‘REBELS’) involved in the change with the support of the change agents to find the ‘Tipping Point’.
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
Joint Declaration for Peace.
Happy Friday!
On this day, December 15th, 1993, British and Irish prime ministers John Major and Albert Reynolds issued the historic Joint Declaration for Peace on the steps of Downing Street. The Joint Declaration for Peace was a landmark document designed to bring an end to the prolonged conflict in Northern Ireland and a charter for peace and reconciliation in Ireland. Essential components included commitments to democratic principles, recognition of diverse political aspirations, and the establishment of cooperative institutions between the British and Irish governments. The conflict in Northern Ireland that has become known as the Troubles started in the late 1960s, and the violence led to over 3,500 deaths. This declaration laid the foundation for subsequent agreements, notably the Good Friday Agreement in 1998, which played a pivotal role in resolving the Northern Ireland conflict.
Later that day, both prime ministers addressed the gathered audience and the press. John Major told us, “My message to those who are not yet convinced is they should read the declaration. It really is time for Ireland politicians and people alike not just to look back at their history but to look forward to their future and that is what I hope they will do.” Additionally, Albert Reynolds told us, “What we have been engaged in for the last two years is to try and change the position so that there won’t be a single more dead in Northern Ireland.” The Anglo-Irish pact also exemplifies the value of perseverance and resilience in the face of obstacles. Change and the road to peace were not without their challenges, and the leaders encountered scepticism, resistance, and setbacks along the way. This lesson emphasises the need for change leaders to remain steadfast, adaptable, and resilient in the face of adversity. Change requires perseverance and resilience. Change Requires Perseverance and Resilience.
“Change requires perseverance and resilience to navigate obstacles, handling both scepticism and blind resistance, to achieve goals that seem unattainable”
Resistance is the reaction by the organisation, departments, or individuals when they perceive that an organisational change coming their way could be a threat to them. Without further awareness and understanding, this resistance will cause fear. It will trigger actions that negatively impact the pace of organisational change implementation, adoption of the new ways of working and benefits delivery. Change resistance can be a major obstacle in achieving change adoption and benefits realisation. The change team must understand this and have tactics to address resistance.
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
INF Treaty.
Happy Friday!
On this day, December 8, 1987, the world’s superpowers reversed the arms race when Ronald Reagan and Mikhail Gorbachev signed a historic agreement to reduce the size of their nuclear arsenals. This marked a pivotal moment amidst the Cold War, shifting the paradigm away from ever-increasing stockpiles of devastating weapons towards the hope of de-escalation and peace. As President Reagan signed the agreement in the White House, it marked the end of extensive negotiations and summits focused on curbing the existential threat posed by these weapons. The treaty prohibited both parties from possessing, producing, or flight-testing ground-launched ballistic and cruise missiles with ranges of 500–5,000 km. By the designated deadline of June 1, 1991, a combined total of 2,692 weapons of this kind were dismantled, with 846 by the United States and 1,846 by the Soviet Union. In 2014, the United States asserted Russia’s INF Treaty violation, leading the Trump administration to withdraw from the agreement in 2019.
President Regan told us, “A nuclear war cannot be won and must never be fought.” True leaders have the courage to change course, and progress requires persistent vision and pragmatic action. Both Reagan and Gorbachev faced resistance and criticism from hardliners reluctant to compromise entrenched perspectives ingrained over generations. Both leaders endured political hits for daring to deal with the enemy. This willingness to take personal risks and reject populism for principled progress is a hallmark of changemakers who shape history. However, both leaders also never lost sight of the idealistic vision that real progress requires or the belief that historic enemies can in fact identify some shared interests. Change Balances Pragmatism and Idealism.
“Change leadership is exemplified by finding a delicate balance between pragmatism and idealism to work towards a shared goal”
Change leadership is the aptitude to develop and articulate a vision that will inspire the organisation to the new future. The first step for the leadership team in implementing their organisation’s change is to ‘Articulate the change vision’. Change leadership is all about having a vision of what the organisation will look like when it moves from the current ‘a’ state to the improved future ‘B’ state. This change vision must succinctly describe how the organisation, product or service will look after the change is successfully implemented within the time limit specified. It should be bold but realistic, it should paint a vivid picture of the future state that appeals to the employee’s hearts and minds. The change vision should be carefully crafted with the involvement of the leadership team as they will be the main communicators of this vision.
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
On this day, December 1, 1990, workers from England and France drilled through the final wall of rock to join the two halves of the service tunnel, linking Britain to mainland Europe. The momentous breakthrough connected the UK to Europe for the first time since the Ice Age, about 8,000 years ago. This watershed infrastructure milestone exemplified the immense effort, vision, and long-term payoff required to achieve what was once seen as unfathomable progress. Digging began on both sides in 1987-88, was completed in 1991, and was officially opened in May 1994. At 37.9 kilometres, it has the longest underwater section of any tunnel in the world and is the third longest railway tunnel. The tunnel runs between Folkestone, England, and near Calais, France, and is used for both freight and passenger traffic. There are three tunnels: two for rail traffic and a central tunnel for services and security. The journey from Folkestone to Calais via the ‘LeShuttle’ takes approximately 35 minutes, whereas a ferry typically requires around 90 minutes.
During her inauguration speech at the Folkestone terminal in May 1994, Queen Elizabeth II subtly alluded to the challenges that affected the tunnel, stating, “Enterprises of this scale and scope have always shared an element of the unpredictable.” The Channel Tunnel opened a year late, nearly cost twice the original estimated £5.5 budget, and made a first-year operational loss of £925 million. However, the significance of this achievement cannot be overstated; it symbolises more than just a physical tunnel. It acts as a testament to the power of determination and overcoming seemingly insurmountable challenges. The Channel Tunnel stands as an exemplar of transformative execution, achieved through human ingenuity, collaboration, unwavering commitment to purpose, and patient capital that is willing to postpone immediate returns for future generations. Change Relies on Human Ingenuity.
“Change or transformation relies on human ingenuity and collective collaboration unified through a compelling vision that uplifts people beyond technical challenges”
Develop a compelling change vision that inspires employees with purpose and is aligned to the organisation’s strategy, values, and beliefs. The first tactic in the Plan phase is to develop a change vision. It must inspire the employees and be aligned with the organisation’s strategy, vision, and beliefs. The change vision needs to be achievable and compelling, something that the employees can picture and relate to, and a journey they will join the leaders on. Creating the change vision, like all good things, takes time to create. It requires input from key stakeholders and usually requires external input, as well as neutral facilitation.
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
Lee Harvey Oswald.
Happy Friday!
On this day, November 24, 1963, Lee Harvey Oswald, President Kennedy’s ‘assassin’, was shot and murdered on live TV while being escorted by police after the assassination only a few days earlier. Oswald was shot by a distraught Dallas nightclub owner, Jack Ruby, who was tried, found guilty of murder, and sentenced to death. This compounded the shock and tragedy of President Kennedy’s death, further rattling the public and underscoring the chaotic, disjointed state of affairs in the wake of the Dallas shooting. Oswald’s murder robbed investigators of the chance to deeply question him and potentially uncover co-conspirators in a complex, multifaceted plot. Oswald also killed police prior to his arrest; he was a former U.S. Marine who had embraced Marxism and defected for a time to the Soviet Union. Oswald’s shocking public murder only intensified the already swirling speculation, controversy, and division surrounding Kenney’s assassination.
Two days earlier, after being arrested and escorted by police officers, Oswald told waiting reporters, “I didn’t shoot anybody, . . I’m just a patsy.” Five days after Oswald’s assassination, President Johnson formed the Warren Commission, led by Chief Justice Earl Warren, to investigate President Kennedy’s death. The commission determined that Oswald acted alone and criticised the Secret Service for inadequate preparations and protection during JFK’s visit to Dallas. Sixty years later, the majority of Americans believe the assassination of President Kennedy was a conspiracy. Many believe the Warren Commission began with a conclusion and then worked to ensure that the available facts fit the pre-ordained determination. The use of selective testimony, missed evidence, and a rush to assure the public that Oswald was the lone gunman have failed. Legacies Linger from Leadership Distrust.
“Legacies linger from leadership distrust, causing scepticism and cynicism. It can have a profound impact on the leader and institution’s credibility, hindering future progress and cooperation”
Leadership credibility is about trust, respect, and being believable, and this is especially important for leaders of change. Credibility is evident when employees believe what their leaders say and do. There is no inconsistency; there are no gaps. With this come followers who trust, respect, and believe in the change. Credibility is the foundation of leadership, and employees, more than anything, want to follow leaders who are credible. It is a defining trait of leadership; it requires constant self-reflection and self-awareness. Credibility starts by building positive relationships with the impacted employees and stakeholders early in the change journey. If the change leader does not have credibility, it is unlikely (no matter how well or often they model the new skills and behaviours) that employees will either follow or emulate them.
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
President Richard Nixon.
Happy Friday!
On this day, November 17, 1973, a pivotal moment unfolded in American history as President Richard Nixon uttered the now-infamous words, “I’m not a crook,” during a televised press conference. This statement marked a critical juncture in the Watergate scandal, a series of events that would ultimately reshape the political landscape and redefine public trust in the highest echelons of government. President Nixon’s declaration was made in response to allegations surrounding the break-in at the Democratic National Committee headquarters in the Watergate complex. The Watergate scandal stands as a watershed moment in American politics, representing a seismic shift in public perception of presidential authority and ethical conduct. Nixon later resigned on August 8, 1974, when it became evident that he no longer had a strong enough political base in Congress to justify continuing. He was the 37th president in his second term and the only president to resign from office.
A few years after resigning, Nixon gave an interview to a British talk-show host, which was watched by 45 million viewers. “Yep, I let the American people down and have to carry that burden with me for the rest of my life.” While President Nixon may not have been directly involved in the Watergate break-in, he did take aggressive steps to cover up the crimes committed and used government agencies to obstruct the investigation and impede the truth. In the world of business and organisational leadership, the lessons from the Watergate scandal are equally relevant. Just as leaders in the political realm must be accountable to the public, business leaders must be accountable to their stakeholders, employees, and customers. Trust is the cornerstone of effective leadership, and once it is compromised, rebuilding it becomes an arduous task. Trust Is the Foundation of Effective Leadership.
“Trust is the foundation of effective leadership. Transparency and honesty must be non-negotiable, unethical actions may achieve short-term gains but destroy legitimacy and support long-term”
To be an effective change agent and influence employees within the organisation, they must become trusted advisers. Trust is an important factor of influence, and without it, you will neither change people nor be able to sell change to the organisation. When the change agents introduce themselves, employees will ask themselves one key question: “Can I trust you?”
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
Andrew Carnegie.
Happy Friday!
On this day, November 10, 1911, Andrew Carnegie formed the Carnegie Corporation to promote scholarly and charitable works, establishing one of the most influential philanthropic foundations that would fund major advancements over the next century. The Corporation reflected Carnegie’s deep conviction that private wealth should fund public good to uplift society. Its founding occurred just before Carnegie sold his industrial empire to J.P. Morgan for $480 million, making him the world’s richest man. Carnegie was born in Dunfermline, Scotland, and emigrated to Pittsburgh, United States, with his parents in 1848 at the age of 12. He died on August 11, 1919, aged 84. While later known for his philanthropy, he led the enormous expansion of the American steel industry in the late 19th century, but his early business practices were notoriously ruthless. Carnegie built his steel empire through unethical means, colluding to fix prices, busting unions, subjecting workers to low wages and harsh conditions. This profit-above-all approach caused substantial pain and immense human suffering.
Andrew Carnegie told us, “To die rich is to die disgraced,” and this underscored his transition from an industrial giant to a dedicated philanthropist. His focus shifted from steel to endowing libraries, educational institutions, and peace initiatives. Carnegie’s win-at-all-costs ambition exemplifies the grave risks of pursuing goals without a moral compass anchored in compassion. Carnegie’s monopolistic tactics also demonstrate the temptation for leaders to take unethical shortcuts that undermine systems and human welfare. He inflicted real hardship on working class families through his greed. Lasting positive change comes through integrity and a fair process, not cheating. Leaders Balance Ambition and Empathy.
“Leaders balance ambition and empathy. They value and protect fellow humans, and know purpose is more important than profit. Leaders that don’t, may get the chance to atone but never repair”
Empathy is the ability to share an employee’s feelings or experiences by imagining what it would be like to be in that employee’s situation. The change leader’s ability to sense an employee’s emotions about their new workload, new skills, and behaviours and how the change is impacting them personally will make a big difference in how the employee embraces the change. Empathetic change leaders will have awareness and understanding of how the employee is feeling as they move through the change transition. This trait is extremely important as everyone reacts differently to change and when livelihoods are threatened some employees can become very anxious.
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
Location: At client site Date Available: April 12th, 2021 Fees: Per request
Submission Date: May 23rd, 2020 Service Type: Service Offered
Location: Edinburgh Date Available: April 11th, 2021 Fees: 95000
Submission Date: May 23rd, 2020 Service Type: Service Offered