Zora Artis, GAICD IABC Fellow SCMP

Great snapshot of our Building Resilience course. This is a practical approach to building the resilience capacity for you and your team.

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Art and Science are inseparable. There is a symbiotic relationship between the two that cannot be overlooked when designing the next wave of organisational development and leadership capability. The transition from analogue (static) thinking to digital (dynamic) eco-systems is the biggest shift I have had the pleasure to work with and through as an Executive Coach and Change Facilitator. I have always looked to Art in all its wonderful forms as a precursor of social and systemic change. No matter whether you sit, stand, run, or dance with change, it is always there. Learning to dance with it is the fun part. Enjoy ;) #creativity #curiosity #leadership #executivecoaching #culturechange #organisationaldesign #HX #humanexperience #enterprisethinking #leadingthroughcomplexity #leadinginuncertainty #navigatingambiguity #change #transformation #careerreimagination

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Ever wondered how to truly drive meaningful change in your organisation? By adopting a shared decision-making framework, you can involve people with lived experience at the strategic level, engage stakeholders to enhance programs, and co-create personalised support. #shareddecisionmaking #codesign #organisationalchange

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The 2 Metaphors for change driving our discussion today at the 1st session of the Lean Change Agent Foundation workshop where we explore the LCM Ecosystem. The way change is introduced in an organisation influences and shapes conversations and behaviour too. How is change being introduced in your organisation today? What pros and cons are you seeing with this? #LeadershipDevelopment #innovation #change #leadership #futureofwork #influence

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There's so much "change" happening in workplaces. Realignments, restructures, reviews, consolidations, QI projects, compliance implementation - whatever the source it's incessant, particularly as businesses attempt to manage with leaner budgets. Last week I read an article that cautioned us to not see change - as a single start and finish event - but rather understand it is a continuous cycle. The article posited that employees still feel there will be a time when "change" is finished and they can go back to "normal" - cautioning that this is a false expectation as change is constant. Today, in contrast, this thought provoking article from Ashley Goodall says we should be looking at "stability management" and seeing this as equally as important as managing change. I concur entirely. In my first book Transforming Norm - I explained that change leaders can create a sense of stability (and transparency and trust) during change by a set schedule of communications. No matter what, on Tuesday every fortnight at 9am you communicate your update on the change initiative. Simple. I also mention in Finding Equilibrium, the need to focus on what isn't changing to give a sense of stability and that not all of the ground is shifting. Goodall's article provides additional insights on how you can create stability through a focus on your specific team. He warns that "... constant change emerges as the enemy of performance, not its catalyst" and that "teams are the source of much stability for its members." Focusing on strengthening team role clarity, strengths use, shared team goals/values and team organisational purpose are all ways leaders can support teams to feel more stability. I might add - that incidentally all of these elements are considered job resources for individuals which research shows help buffer the impact of intolerable work demands. An article well worth a read and ponder. #jobdemandsandresources #leadingsuccessfulchange #teamperformance https://lnkd.in/gqXB8kaA

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Join KaiRise as they build in public, looking at the latest lesson on Enabling and Supporting Rapid Feedback and Learning. Agile teams are learning entities and they need to deliberately build in feedback processes and events. Agile management is constantly learning from this feedback and improving the system in response to it. https://lnkd.in/dgJ4cmNi Will you be attending? Lemmeknowbelow 👇 ----- I'm Mike Lyons and I would love to hear from you - DM me anytime. Click my name + follow. I tell it like it is on topics like #agile, #projectmanagement, #product, #flow and #delivery

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I was once told before starting a new role leading an organisation to remember the importance of being a custodian. Whilst I would naturally come with fresh ideas, enthusiasm to improve and a desire to make my mark, my wise counsellor clearly and kindly explained: * The organisation had existed for a long time before me. * It would exist after me. * Many of the people that I would lead would experience several leaders; I was “just” another one. * The organisation had a wide range of valuable physical resources (people, equipment, facilities and services) for which I would be ultimately responsible. * It had conceptual resources, such as intellectual capital as well as moral resources, such as ethos. * All these would need maintaining and sustaining. What I learned then (often by getting it wrong) was that treasuring the moral and trusting the people resources often produced great sustainable value. What I now know is that also being custodians of the most significant resource - our planet - delivers the most meaningful sustainable value. #value #triplebottomline #sustainability

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🚀 𝗢𝘃𝗲𝗿 𝗧𝗵𝗲 𝗛𝗼𝗿𝗶𝘇𝗼𝗻: 𝗪𝗵𝘆 𝗬𝗼𝘂 𝗡𝗲𝗲𝗱 𝗦𝗰𝗲𝗻𝗮𝗿𝗶𝗼 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴 As a leader, you’re responsible not only for managing now but also planning for the future. But it’s not always easy to find the time to look ahead. Scenario planning helps you navigate the uncertainties of the future with clarity and confidence. Youj can’t have certainty, but knowing what’s over the horizon helps you make better-informed decisions now. Over the last few weeks, I’ve had the pleasure of running my Future Scenarios program for two groups of leaders in large organisations. In the program, we spent time exploring the future so they can gain a better understanding of what’s around the corner and over the horizon. This allows them to take that insight back to their teams, integrating it into their planning and helping them navigate through that fast-changing and uncertain future. Now, obviously, they won’t have certainty about the future – nobody does! But they can act with more clarity and confidence, which helps them make better decisions now. I love facilitating these programs, because the leaders who attend don’t often have the time to do this kind of thinking. They should, but it’s not easy. If you’re a leader, part of your role is to be able to see into the future. In fact, the more senior you are, the more you’re expected to understand and plan for the future. But there are so many other demands on your time, with operational responsibilities, putting out fires, managing people, and everything else that fills up your day! It’s not easy to carve out time for future planning. But it’s essential! Here are some of the questions you should consider: 🔮 Do you know what your future customer will look like? 🧭 Do you understand the customer journey they will take? 🌍 Do you understand the external pressures and trends that will affect your organisation? 🏭 Do you understand the external pressures and trends that will affect your entire industry or sector? 📊 Do you have a way to monitor those trends and pressures? 🧠 Are you tapping into the skills and diverse thinking of everybody in your team? 🤝 Do you involve them all in this kind of scenario planning? ⏳ Is this a regular practice, or something that gets pushed aside and forgotten because of other priorities? These are the sort of questions leaders need to ask if they want to be able to see into the future. To assess your current capability, complete this free online assessment. It only takes five minutes, and it’s worth doing – both for yourself and your team. It will give you a clearer idea of how well you’re planning for the future. https://lnkd.in/g3zi2w5j Enjoy!

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The article covering the last three challenges to overcome in organisational change (part 3) is out. What are they? - this one is about team structures... but what are the others? https://lnkd.in/ehwKKnss

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What does disruptive innovation really mean? It's a term that's widely misunderstood. But leading people using disruptive change can reinvent your organisation. In this episode of the Lancefield on the Line podcast I am joined by prolific author, advisor and teacher Scott D. Anthony. We talk about: - what it takes to search out weak signals of change. - how to wander intentionally as you do. - how to experiment by testing growth hypotheses. - how to trust your leadership judgment when making difficult and complex decisions. - how to pursue disruptive innovation in the context of ecosystems and AI. Scott's quality per word is very high; it was a cracking conversation, which I hope you all enjoy. See details in the comment box below - podcast and video.                                               #strategy #leadership #innovation #disruption

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𝗪𝗵𝗮𝘁 𝗱𝗼𝗲𝘀 𝗶𝘁 𝘁𝗮𝗸𝗲 𝘁𝗼 𝗰𝗹𝗲𝗮𝗿 𝘁𝗵𝗲 𝗜𝗖𝗙 𝗖𝗼𝗺𝗽𝗲𝘁𝗲𝗻𝗰𝘆 𝗞𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 𝗔𝘀𝘀𝗲𝘀𝘀𝗺𝗲𝗻𝘁 (𝗖𝗞𝗔) 𝗘𝘅𝗮𝗺? Many reached out to me yesterday, keen to know what worked and what they should focus on. My strategy was two-fold: focus on myself and focus on the exam. 𝙁𝙤𝙘𝙪𝙨 𝙤𝙣 𝙨𝙚𝙡𝙛: ✅ 𝗖𝗼𝗮𝗰𝗵 𝗽𝗲𝗼𝗽𝗹𝗲 - pro bono, low bono, whatever works with you ✅ 𝗟𝗼𝗼𝗸 𝗮𝘁 𝗽𝗲𝗲𝗿 𝗰𝗼𝗮𝗰𝗵𝗶𝗻𝗴 as a support for refining competencies ✅ 𝗝𝗼𝗶𝗻 𝗲𝘅𝗮𝗺 𝗽𝗿𝗲𝗽𝗮𝗿𝗮𝘁𝗼𝗿𝘆 𝗴𝗿𝗼𝘂𝗽𝘀 of coaches on similar journeys  (contact Bhavna Nagar and Sandeep Chugh) ✅ 𝗦𝗽𝗲𝗮𝗸 to those who have already taken the exam ✅ 𝗖𝗵𝗲𝗰𝗸 𝗼𝘂𝘁 𝘆𝗼𝘂𝗿 𝗲𝘅𝗮𝗺 𝗰𝗲𝗻𝘁𝗲𝗿: the sitting arrangements, the air conditioning, visit the washroom, and check the time it takes for you to visit it during the 10-minute break ✅ 𝗬𝗼𝘂 𝗰𝗮𝗻 𝗸𝗲𝗲𝗽 𝗮 𝘄𝗮𝘁𝗲𝗿 𝗯𝗼𝘁𝘁𝗹𝗲 provided it has no label around it ✅ 𝗛𝗮𝘃𝗲 𝘀𝗼𝗺𝗲 𝘀𝗻𝗮𝗰𝗸𝘀 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗯𝗮𝗴 to replenish your energy during the break ✅ 𝗖𝗵𝗼𝗼𝘀𝗲 𝗮𝗻 𝗲𝘅𝗮𝗺 𝘁𝗶𝗺𝗲 that matches your energy levels ✅ 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗲 𝘀𝗶𝘁𝘁𝗶𝗻𝗴 𝗶𝗻 𝗮 𝗰𝗵𝗮𝗶𝗿 for two hours at a stretch ✅ 𝗧𝗮𝗸𝗲 𝘁𝗵𝗲 𝗵𝗲𝗹𝗽 𝗼𝗳 𝗮𝗻 𝗲𝘅𝗮𝗺 𝗯𝘂𝗱𝗱𝘆 to practice your understanding 𝙁𝙤𝙘𝙪𝙨 𝙤𝙣 𝙚𝙭𝙖𝙢: ✅ 𝗞𝗲𝗲𝗽 𝘁𝗵𝗲 𝗰𝗹𝗶𝗲𝗻𝘁'𝘀 𝗻𝗲𝗲𝗱𝘀 𝗳𝗶𝗿𝘀𝘁 ✅ 𝗠𝗮𝗶𝗻𝘁𝗮𝗶𝗻 𝗮 𝗰𝗼𝗮𝗰𝗵𝗶𝗻𝗴 𝗺𝗶𝗻𝗱𝘀𝗲𝘁 (refer to ICF competencies and PCC markers) ✅ 𝗥𝗲𝗮𝗱 𝘁𝗵𝗲 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀 𝘀𝗹𝗼𝘄𝗹𝘆. Mark your best and worst answers and then re-read the question to ensure you have chosen the right ones ✅ 𝗡𝗼𝘁𝗶𝗰𝗲 𝘁𝗵𝗲 𝘁𝗶𝗺𝗲𝗿 on the top RHS of the screen ✅ 𝗙𝗹𝗮𝗴 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀 that you want to review later  ✅ 𝗗𝗼 𝗻𝗼𝘁 𝗹𝗲𝗮𝘃𝗲 𝗮𝗻𝘆 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻 𝘂𝗻𝗮𝗻𝘀𝘄𝗲𝗿𝗲𝗱 (there is no negative marking) ✅ 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗲 𝗲𝘅𝗮𝗺 𝘀𝘁𝗶𝗺𝘂𝗹𝗮𝘁𝗼𝗿 𝗽𝗮𝗽𝗲𝗿𝘀 available on various sites ✅ 𝗪𝗮𝘁𝗰𝗵 𝘁𝗵𝗲 𝗻𝘂𝗺𝗲𝗿𝗼𝘂𝘀 𝘃𝗶𝗱𝗲𝗼𝘀 on core competencies, ethics, etc 𝗜𝗻 𝘀𝗵𝗼𝗿𝘁, 𝗶𝘁 𝗶𝘀 𝗮𝗹𝗹 𝗮𝗯𝗼𝘂𝘁 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲, 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲, 𝗮𝗻𝗱 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲 𝗼𝗳 𝗰𝗼𝗮𝗰𝗵𝗶𝗻𝗴 𝘀𝗸𝗶𝗹𝗹𝘀 𝘄𝗶𝘁𝗵 𝗽𝗲𝗿𝘀𝗶𝘀𝘁𝗲𝗻𝗰𝗲 𝗮𝗻𝗱 𝗰𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝗰𝘆. We all learn from one another. That is the most beautiful thing about coaches and coaching. 𝗕𝗲𝘀𝘁 𝘄𝗶𝘀𝗵𝗲𝘀 𝘁𝗼 𝗮𝗹𝗹! #ICFexam #CKA #examtips

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Where do you focus your energy when implementing change in your organisation? There are many helpful frameworks and models for change, this simple equation can be useful as a starting point. We often find there is lack of clarity on first steps and heightened resistance that are the ‘problem areas’ ➡️to what extent are you listening to your people? ➡️what are their top concerns leading to this resistance? ➡️how trained are your middle managers in leading change? (We often find messages get stuck in the middle layers’) If you need support with equipping your team to manage change do DM me.

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In this week's episode of The Privilege Eruption Podcast, Kami and Ishreen discuss the importance of having a clear purpose and staying true to it in the workplace. They delve into how this approach can shape the organisational culture and warn against creating a "culture fit" that stifles diversity and creativity. Tune in for valuable insights on fostering an inclusive culture and avoiding the dangers of conformity. Let's work towards building workplaces where everyone can contribute and thrive! ✨ #WorkplaceCulture #DEIB #ThePrivilegeEruption https://lnkd.in/edP_7cRh

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🔔 Calling all team and organisational change agents who want to form a community of learning, coaching, facilitation, leadership, dialogue and reflection. The Systemic Agility HIVEMIND comprises two 5-month, weekly online Deep Dives: 💡 An Enterprise Agility with Lean Change Deep Dive to accelerate your capacity to guide an organisation through enterprise agility, change and transformation using an adaptive, co-created and feedback-driven approach. 💡 A Team Agility with Systemic Agility Deep Dive to accelerate your capacity to guide individuals and teams to be highly adaptive, self-organised, collaborative and innovative. Attend one or both Deep Dives, the choice is yours. 📆 Starting 29 May. Follow the link in the comments or send me a message to see if either or both of these Deep Dives are right for you 🙂

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Meet Me at Decision Point Lesson #25: Before It’s Performance, it’s a Decision to Act. I won’t. I can’t. It won’t work for me. I’d be rich if I had a dollar for every time I was approached on a break or after a training session and someone said, “Molly, I love this class, but let me tell you why it won’t work in my environment.”   The McKinsey & Company’s Influence Model reminds me of all the excuses I would hear about why a new behavior or approach won’t work for them. Excuses ranged from a boss who would never go for it to systems and processes that rewarded outdated behaviors. In other words, decisions to act are based on an individual's relationship to current conditions.   Meaning-making. The bullseye in this model highlights human nature under various conditions. The lack of role modeling, talent development opportunities, and poor systems and processes topped the list of excuses I heard for why a new behavior or approach wouldn’t work.   Individuals often know what to do and feel the new behavior or approach could make a difference. What’s missing is the “I will” decision to act based on environmental conditions. It’s a values calculation for what it means now and in the future—risk or reward.   ACT – Accept, Commit, Trust   Accept – Making decisions based on risk and reward scenarios is human nature. If I say this, then they will___________. We are hardwired to run these risk/reward scenarios through our heads or with a trusted ally.   Commit – Let’s invite conversations that bring these concerns or scenarios to light. The final step in moving toward behavior change is a personal, individualized experience.   Trust— Performance starts here. The conversation most often missing is encouraging others to share their relationship to current conditions and what’s at stake. #leadershipdevelopment #managerdevelopment #changeleadership #workplacewellbeing #leaders #decisionmaking

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From compliance to culture – empower your organisation with the tools to lead on inclusion and human rights. This isn’t just about meeting standards; it’s about creating a truly resilient and supportive environment. 📈 Reserve your strategic session today and set a new standard for leadership. #CorporateLeadership #InclusiveWorkplace #CultureTransformation #InclusionStrategy #BookYourSession #AcceptanceWithoutUnderstanding #AcceptanceForAll2050

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