"No one can guarantee how the economy, customer retention and employment trends will recover after the COVID-19 pandemic has finally run its course. A state of fear exists and creates almost a collective phobic emotional state with staff, customers, clients and stakeholders. Philip Atkinson highlights the strategies and tactics you can apply to put yourself in the best possible shape organisationally."
Expanding Thinking – Who is the Customer
Depending on the sector and type of organisation in which you work, your 'customer' could be the client, patient, the end-user, a 'real' paying customer, a member of a network or society, a citizen, a resident, pressure groups, a student or pupil, or regulatory or statutory groups. There can be a problem for those operating outside the commercial world simply because some dislike the idea that they are selling their services or memberships to their users, members or associates. For those who don't quite get the concept of applying research in customer relations to their organisation, they should think of those who use their services as stakeholders.
The term Stakeholders encompasses customers, clients, citizens, users, donors, recipients, suppliers, regularity bodies, and we should validate their role because we cannot exist without their support. These are the variety of people or organisations we influence or receive something of value from us, including internal customers. It may be valuable to develop strategies that can be instantly applied equally to all customers by your vision, mission and market segment.
Read the complete article below.
Recently I have found that people going through significant organisational change have been displaying lots of passive-aggressive behaviour. Initially, their behaviours appeared to be some symptoms of resistance to change, but on exploration, many were not aware that their behaviour would fall under the passive-aggressive spectrum.
What is Passive-Aggressive Behaviour?
It is fundamentality a disconnect between what we say and what we do.
Symptoms of passive-aggressive behaviour include:
Passive Aggressive Behaviour & Mental Health
We have all been through a difficult time with the pandemic, and we still have to shape the Post-Covid world of work. Change is here and coming faster all the time. Passive-aggressive behaviour can feature various mental health conditions; it is more a symptom of stress and anxiety than a distinct mental illness.
Take passive-aggressive behaviour seriously. It will harm your relationships with work colleagues, customers, and stakeholders if you fail to intervene and create difficulties in people carrying out their work roles.
Suppose passive-aggressive behaviour is becoming a dominant part of your work culture. In that case, you need to undertake a serious review of what tangible steps can be taken to resolve difficulties and build a strong and positive culture.
As most organisations are now rethinking how they do business, this might be a good time for a bit of self-reflection. Most organisations are going through pretty radical changes now, and it might be a good idea to take a good look in the mirror in terms of self-improvement.
Our capability is heavily influenced by the abilities, motivations and viewpoints of people we work with closely. Those with whom you spend the most time and whom you value and gravitate towards will significantly influence your worldview.
Your Ambitions and Achivements is a by-product as the average of these 5-6 people
You may not know this, but who you choose and how you spend your time with your five to six closest associates will significantly impact your outlook, mood, enthusiasm for change, and the positivity of your relationships. In other words, you are the average of the 5-6 people you most clearly identify and work with closely.
You can see how your views and attitudes can change depending on those you choose to work with. You will see this when you change employer or change the reporting structure and have a new boss or direct reports. If you change your social activities, you may come across very different people and a circle of people who unconsciously influence what you do and think.
Select your associates carefully
It is essential to spend quality time with the people supporting you and helping each other. You will be aware that it is best to surround yourself with people who will support you and your success. This could be your family at home, your close circle of friends, or your work team.
What should your 'Dream Team' look like?
Your support team are the people who have your best interests at heart are there for you when you need them. They also need you. They should challenge you when required rather than let your standards slip. It is best to be grateful when they have ‘that talk’, and they may well stop you from behaving in ways that are not in your long term best interests. A good circle will prevent you from ‘making excuses’ and discourage you from taking outrageous risks or procrastinating when something needs to be done.
Radiators and Drains
There are two types of people – those who radiate warmth and positivity and those who drain others’ energy and cannot see the bright side of things, no matter how often you reframe them. Distance yourself from ‘drains’ and surround yourself with ‘radiators’.
Pay attention to the people trying to hold you back - question their attitude and the assumptions they are making. Ask them why they are harmful.
It would be best to view the people you associate with as a positive return on investment (ROI). Survey the groups and the five or six people you are with most of the time. Are you fully open with them, and are they with you? Is there mutual trust?
Are they willing to stick with you in challenging times?
If you were to design a fantasy team to support you, who would you choose? What are their essential traits and behaviours?
Better still, find a coach or mentor to help you assess your current circle of influence and the close relationships you have formed. Having an expert to support you to take a good look at yourself can pay dividends.
I don't know about you, but after spending a lifetime in business education, standing up and presenting to others has never been a problem. However, the current COVID crisis has raised some issues in my mind about 'presenting' to others, especially using Zoom. So how best to use Zoom or Teams to energise, enthuse, focus and influence your audience?
1:1 or 1:2 Easy
Just talking to one or two others is okay, apart from the silences when people don't know whether to respond or the awkward moments when we overtalk each other, realise it and then go unnaturally silent for several seconds. It does not add to the natural flow of conversations. Even on a Friday night, on a family catch up with a G&T in hand, the silences and over-talking can become a little irritating.
Lack of Speedy Feedback
Presenting to 15-20 people in a webinar or an informal training or coaching session can differ. I rely on the relaxed feedback audience to adjust my tone, topics, debate and natural flow. The tech does not allow me to do that fast enough to what I consider normal. We are about to highlight how to engage how best to do just that.
The simple thing is; usually, you get instant feedback whether you are talking one-to-one in small or large groups. You scan your audience, and you pick up non-verbal cues to which you can respond. The technology we use does not allow us to take a quick scan to view the audience reaction. It is not immediate enough for me, so consequently, I don't get the feedback as fast as I would typically expect.
We no longer have the luxury of adapting to audience reaction and are not always sure if we are on target and getting our message delivered. That's a challenge that I will have to deal with soon, as I have a big presentation coming up. I have selfishly missed the face to face presentations for the simple reason that they provide the adrenalin and energy that keeps me on my toes.
Design for Audience needs, not Presenters preferences
So, I thought it might be a good idea to put some of my ideas for getting the most from our tech media sessions and rely on a client's advice, Ian Millar, VP of Manufacturing Strategy at CNH. We often presented together over many years in Plants and Conferences in the UK, Europe, Canada and the USA to multi-cultural audiences. We worked hard on preparation because the needs of the audiences differed widely. We agreed one's presentation should not be the first rehearsal, especially when we presented to company engineering conferences when selling our approach and methodology.
We needed to identify audience needs first, and then a structure outlined below to portray our enthusiasm and energy in our team delivery style. However, we first considered the possible objections the audience could have to our message and did as best we could an audience review of dominant attitudes for and against, and how to counter any challenges or disagreements and how best to inoculate against them before designing the presentation in detail.
We worked on the premise that 'less is more' and for each presentation, we always ensured the following:
Presentation Design & Flow
a. State what the SUBJECT is precisely
b. Define the NEED is that you are trying to fulfil
c. Describe your IDEA as simply as possible
d. Define the BENEFITS of your idea for all constituencies
e. Provide evidence to back your case in the FOLLOWING CATEGORIES
g. Explore your next STEPS specifically.
Retracing these steps has undoubtedly helped me focus on my Zoom calls and highlighted and eliminated a barrier to immediate audience feedback. We still have to convey our words in the message, add tonality and add our body language to boost the message's intensity. I can still bring more energy when taking any Zoom or phone calls standing up, supported by a newly purchased standing desk.
I would be interested to know what others have done to add energy and enthusiasm to their phone and Zoom or Teams calls.
You can look at these times through different lenses. I think a very few people are thinking 'my glass if half-full' at the moment. I think we are looking through the prism of 'half-empty' and being just a shade pessimistic, especially when we relate to the economy, our employment and our future. We can kid ourselves for some time but not all the time.
Speaking with my 'economics' hat on there is a lot of uncertainty in the economy that is still to roll out. I believe it will take at least 5-7 years to recover from the worst of what we are experiencing, and a decade to give us the glimmer of hope or the illusion to put us back in the driving seat.
What direction to go?
We have hit a difficult stage in our thinking. We can turn left and think positive thoughts or right and make every attempt to reshape our lives the way we want them to turn out. I believe we don't have much choice. No one is coming to save us. Don't depend on the Government (of any colour) the choice is limited to what 'you' and your immediate network or community can make of any opportunities open to you.
The Golden Buddha
I guess it's a stage of re-invention and that brings me to the Golden Buddha analogy. It is not new, and every time I think about it – it gives me hope and resilience to reinvent.
Here is the real story. Over 300 years ago, the Burmese army planned an invasion of Thailand (then called Siam).
Siamese monks owned an enormous treasure (the Golden Buddha) valued today at over $350 million. They developed a cunning plan to retain their possession while disguising the Golden Buddha.
They disguised the beautiful Buddha under 15 inches of clay to avoid it being stolen. The advancing army came across this clay Buddha and ignored it, believing it to be worthless. Unfortunately, they did not spare the lives of the monks. The monks' secret was not discovered, and the hidden secret was to remain lost.
For over 250 years the secret remained lost. In the mid-1950s, this Buddha existed only as a clay Buddha. Then, still revered for its history and status it was decided to move the statue to a new location. When a crane was moving this 5-ton statue, it cracked the figure's outer shell, and it started to disintegrate. No one expected a clay Buddha to weight so much.
The monks waited for a more robust crane to move the Buddha. They covered it with a tarpaulin set it down, waiting for the giant crane to arrive the next day.
One monk was checking on the tarps in the middle of the night when he saw a sparkling glimmer through the crack. He carefully chiseled away as the reflection grew in brightness. Then larger chunks of the clay fell out, and the monk discovered the hidden secret. And then, as the clay fell away and the solid gold Buddha shone once again.
I find that such an uplifting tale and one which strongly relates to what lies hidden within us.
What Golden Buddha dwells within you?
I believe that we each have our strengths but also limitations that can hold us back. If we devote enough time and energy to believing in ourselves, we can master our potential. I have seen many people reinvent themselves in the last 12 months. Those who have managed to rise above the despair of the economic collapse have a positivity.
Although they may not know how they can transition, continuing to work and bouncing off ideas with others will eventually support them in moving on.
Personal development to shape your best year yet
This personal belief is a fundamental belief which drives me. I believe there is greatness within us all. It is often masked by negative beliefs, past limiting decisions, bad experiences, phobias and old patterns of behaviour, pressure from others, and past failures and pains.
If we can see the potential that lies within us, we can change, improve and move past these barriers and reshape life the way we want to live it.
One of the most neglected aspects of organisational development is the building of strong team culture. There are huge opportunities for leveraging team culture in driving performance, often overlooked because of inadequate funding, poor investment of resources, and sometimes because of a disdain for adopting ‘soft skill’ development.
Organisations can be steered using two key strategies towards unbelievable performance within a team and between work teams. This article will focus on how to build a strong Team culture that can permeate all levels, and the authors discuss how practical and common-sense approaches to developing a team culture can reap huge benefits for all organisations.
Do you need a College or University diploma or degree to get a job?
You do not need a degree to get a good job? There is a great deal of contrary information. For instance, Elon Musk, founder of X.com, which became PayPal, Tesla and SpaceX believe there are many other routes to greatness besides College. The founders of Apple, Google, IBM., Microsoft and Facebook, were all dropouts. Not having a robust tertiary education never stood in Steve Job's way. Today, Google does not care about your completion of a degree. They care about your Mindset and what you can contribute. According to Inc magazine, Google's new certification of competencies takes only six months to complete and will be a fraction of the cost of College.
Likewise, Microsoft wants to employ those people who are adaptable, flexible, quick learners, creative and work well in a team.
Mindset vs. Rigidity
I am not sure that University or College provides you with the right Mindset and meta-skills for business. In many ways, College teaches you the opposite. I know because before I left many years ago to start my creative consulting firm, I was a Senior Lecturer in two business schools in tertiary education in Scotland for eight years.
My view is that College teaches us to fit into a box and conform. It does not inspire creativity and innovation because of adherence to old tired curricula geared more to the needs of yesterday than the demands of tomorrow and constrains. Careers guidance is still lacking and not a priority in many of these institutions.
University does not teach you confidence, influence or how to work well with others. Post-COVID students face a depressing future and are due to inherit an empty promise. I cannot see how College is preparing to give their 'customers' or 'clients' (students) the basics of managing your life and career, working with others, how best to present yourself and learning how to resolve conflict. It appears to me that the 'academic experience' is content, rather than process, driven.
Learning to learn is the critical 'process'
College or University should be providing a robust platform upon which to shape life long learning. Our understanding when we talk to recruiters looking for high calibre people, is that College turns out students who have varying degrees of content and knowledge but fails to develop the meta-skills: of critical reasoning and thinking, creative problem solving, influencing and building teams, leading research on 'unknown – unknowns', and working well with others.
The tertiary education system needs rebuilding – especially with the considerable investment required to attend increasing enormously.
When we get to the Post pandemic society, learners will think differently about the choice of going to College or University to study. I mean, is it worth it? Do the benefits of attending prepare you for life in a post COVID world? Is associating with the same people (aged mostly 18-22) preparing you to work in a diverse and ever-changing business world. There are much better alternatives to follow.
Myth: attend College or University, and the World becomes your oyster
Try telling that to the 27-year-old who spent four years at University and now has £55K debt that she will not pay off for years. What is worse is she did not get the job of her dreams. BTW, neither do most students who finish their degrees. Less than 30% of those who have studied specific subjects land a job in their favoured or a related field.
A friend spent four years studying languages, and now by default has ended up in a Promotions business. Has she been prepared for the changing role of business as the speed of business and societal change accelerates? How many others leaving College to end up in similar positions they would not have chosen for themselves?
Fit for Purpose
I have to ask, is tertiary education fit for purpose and does it equip people for the emerging World. I am convinced that the author Robert T. Kiyosaki got the theme right in his series of books 'Rich Dad, Poor Dad' – you have to prepare and take charge of your future, and position yourself in his Cashflow Quadrant. His thesis is that traditional University or college education is not always an excellent grounding or platform for shaping roles and careers in the new emerging World. It was fine when futures were predictable, but we have lived in an unpredictable and uncertain world since the 80s. Isn't it about time that we prepare people for living and surviving in it? There are alternatives, and one of these is turning learning, rather than education, right on its head.
Mindset more critical than the traditional curriculum
Of course, students of all ages need some degree of technical input to do their job in their desired field. That is probably more prevalent in the physical or analytical sciences and the professions and perhaps less relevant in the arts and social sciences. We believe that academic content has been ranked higher in importance to eclipse the importance of creating a flexible Mindset and acquiring the ability to 'Learn to Learn.'
Debt is now a significant unintended outcome of 4 years study
How many have had their ambitions thwarted? Graduating students may have the hard choice to pay off the growing debt while still looking to acquire a mortgage. There is no choice at all. It will constrain and inhibit personal growth and ambition. How can they motivate themselves to overcome these financial barriers? Now, even fewer young people will have the ability to enter and move up the housing ladder. So, there must be alternatives to College as the only route to advancement.
What is the purpose of College or University?
I want to think it has to do with learning and applying expertise and knowledge in your chosen field. But currently, the way we do things does not always lead to learning. I believe very few students think their investment of between £9 - 12K per year is well rewarded with a lacklustre education comprising of Zoom calls and on-line learning. Goodness knows 'how hands-on' professions like Medicine, Nursing, Physiotherapy, Dentistry etc. are going to acquire their expertise if these passive processes (Zoom and on-line learning) become the medium for conveying knowledge and expertise.
If you would like to find out more of the alternative – email me at email@example.com
There is an element of trepidation in the air. Uncertainty around how we can get the train back on the rails is a concern for everyone who manages any process. It is not going to be easy, but it can be easier if we adopt a robust and flexible approach to our goal setting and goal getting.
2020 has not been an easy year, and neither will 2021
In this short Blog, we highlight some of the critical elements. It does not matter in what sector of the economy we work; indecision, will not support us in planning and achieving our business goals.
We use a six-step approach for looking at change from both a personal and an organisational perspective. Whether you are trying to get fit, lose weight or improve your organisation's effectiveness and create great ROI for your clients, customers and end-users, there are six elements of the change process that must be addressed.
It is unlikely that you will be successful without focusing on these areas and be determined to 'play to win'.
Issue 1: Clear and Specific Well-Formed Outcomes
If you are not clear on what you want to achieve, it's unlikely that you will achieve your goal. You have to be precise and focus on specific things or behaviours. In a commercial setting, you have to focus on the sales strategy that will lead to retaining existing customers as well as winning new customers. If you work in an NFP, you will have to focus on delighting your users and clients and providing good SROI for all your stakeholders and regulators.
You have to have a firm idea of the people you want to attract to 'consume' your organisations' services or products. If you are focusing on quality improvement in service delivery, you have to know the current state of play, including metrics on your current effectiveness in dealing with your users. You also have to know your future targets.
If we want to run faster – how much quicker? Is seven-minute mile pace the right pace to complete a fun run? You have to decide. Is losing 20 pounds the right amount – (you do have to specify precisely your target) - you cannot say you are generally trying to lose weight – that would be a much weaker goal because it is too generalised. The same with writing a book. What's the book specifically about? What's the story? Who are the characters? How long is it? What's the plot, and how does it evolve?
Specificity & Precision in Goal Setting
The more specificity, the better. You have to have a clear idea of where you are starting from and measure those things that are working, and not working and then plan for a future state when things will be the way you want them. Then you compare current and future conditions and notice there is a gap between 'current' and 'desired'. Decide how you traverse that gap and take action.
People who focus on generalised business goals achieve far less than those who focus on precision, know what a successful outcome looks like and can assess how near they are to their objectives.
They know what works and they plan their future. It's a bit like driving a car. You have a big windscreen to look out through (the future) and and the tight distance of travel. You have a small rearview mirror (the past) because although you have to check periodically what's behind you – your future and safety lie in what you are focusing on as you drive into it.
Issue 2: Focus on Role Models
Role Models are so important. Perhaps you should have your own imaginary Board of Directors in your head to guide your decision making. As examples, four personal favourites appear straight away. Elon Musk, founder of Paypal, Tesla and SpaceX, Peter Jones, the entrepreneur, Richard Branson the creator of Virgin and the Body Shop philanthropist, the late Anita Roddick.
It does not matter if you have never met them. Maybe they are people you look up to and admire. They are your heroes. Everyone has different heroes. So, you may never met these people, but they are role models for you. Now with these role models in your consciousness, what you would have to ask of these imaginary personal 'Board of Directors' as role models is 'how would they interpret what is going on in your life and business and what would they do?' You can have a Director for each part of your life for fitness, nutrition, career, relationships. And the good thing is you don't have to pay them, and they will never know all the free advice they are giving away to YOU!
Role Models for different situations
I have many role models. Here are a few of mine. My role models include Duncan Simons friend and fitness coach and Ellie Simmonds the paralympic swimmer, and, racing cyclist Chris Froome four times winner of the Tour de France. They are role models because they each have had their challenges, and I admire them for how they overcame them.
If you have role models you have a clear idea of what behaviours to emulate and rehearse frequently to become an expert - so you don't even have to think about what you need to do - it is just automatic.
So instead of wanting to be a successful billionaire like Peter Jones – you have to understand how he did it. One way is to read his books, follow his work with the Entrepreneurs Academy and Watch him on Dragons Den.
Becoming Good at Anything
Whether it is becoming a great business leader, a great strategist, supremo of donor relations, or a sub-hour 25-mile time trialist requires role models. When Roger Bannister broke the four-minute mile in 1954, it was not long before twelve runners broke the record after he set the standard and proved that it was possible. Acting as a role model, he helped the others to break the self-limiting belief held by many athletes at the time, that it would be impossible to do it.
Issue 3: Rehearse and Practice Specific Behaviour
Knowing what to do requires practice. It was Gary Player, the famous golfer, who first said: "the more I practice, the luckier I get". What he meant was, "the more I practice – the less I have to rely on luck."
Last year I met an old colleague, Tom, at a presentation I was giving on 'Influencing Others' in Edinburgh. He liked my approach and the session and said that the following day he was making a significant proposal to an existing client. I said, "I wish you well, but you probably don't need my good wishes because I am sure you have rehearsed your pitch to perfection." "No", he said. "He's an existing client – it will be a breeze. I have made hundreds of pitches, and I have a good rapport with him and the panel".
Over Confidence and Under Competence
How wrong can you be? Later, I phoned Tom, and he admitted sadly that the client had transferred allegiance to his competitor rather than give him the repeat work. The feedback Tom received from his (soon to be ex-client) was that the panel who appraised the presentation thought his pitch was unfocused, overly friendly, loose and unstructured. In contrast, the proposal of his competitor was focused, professional, tight and specified the benefits that would accrue to the client.
Lessons Learned: Don't Use the Pitch as Your First Rehearsal
If you want to be a great leader of change you have to learn to talk to people. You have to know how people think, to assess what you can do personally to improve your performance. Focus on behaviours that will move you towards your goals and practice, practice, practice. Never use the pitch as a rehearsal.
Issue 4: Review what's working and what is not
Success at anything leaves a trail of markers, some of which are positive and move you forward, while others may have hindrances. You require the sensory acuity to measure and understand what is working and what is not. That means you need personal or organisational metrics that tell you whether you are moving towards or away from your goal.
When you are getting fitter physically, you'll need to focus on your weight, your BMI (fat to muscle ratio), average pulse and blood pressure as well as measuring the quality and quantity of what you put into your body and how often.
In an organisational context – if you are working on increasing revenue, you'll have to focus on donor, client user or customer retention, new service offerings against set targets. Suppose you are introducing organisational change to create a leadership culture. In that case, you have to focus on how speedily behavioural change is being led into the style and actions of the management team.
Issue 5: Develop Tenacity and Stamina
You have got to develop the motivation to sustain your efforts personally or organisationally. These come about by how you talk enthusiastically and positively to self and others. This requires a sustainable basis and pride in the need to achieve. This can only come from you. Creating a firm foundation is no good if you fail to have the energy and the passion for seeing things through, even when you don't feel in the mood or setbacks are getting your down
Issue 6: Take Personal Ownership & Responsibility for the Change
Take full responsibility and ownership of what happens. Don't blame COVID, the Economy, Politicians or others. Take full ownership and make no excuses.
Failure happens sometimes, and doing more of the same will have no positive impact. After all, repeating the same activities time and time again and expecting different results is a good definition of insanity. So do something else. If that fails, reappraise and do something else. Ask, "Is this taking me closer to or further away from my goals?", and commit to taking personal responsibility.
By following these six issues and continuously reviewing your progress, you can achieve any goal in a post COVID WORLD.
Email Philip Atkinson
Okay, during the initial stages of the pandemic your ideas of readying your organisation for change appeared fine, but given time they did not work. It’s exactly the same for Governments around the world – just on a larger scale.
Seven months into the pandemic, different countries have different strategies for managing it. We have yet to see one that is working to satisfaction and can be replicated elsewhere.
Planning = Ready + Fire + Aim
It appears to be very much an example of ready, fire, aim attitude to planning. We need to spend much more energy (not time) focusing on the level of direction, our aim, and our desired shared outcomes rather than hoping that something will just evolve and fix things. This is apparent at Governmental, industry or sector level - even within the UK, where we have four different Governments developing their own strategies (sometimes in spite of the others).
How does this relate to our businesses and the wider Economy?
It is dangerous. We are neglecting the business of rebuilding our organisations and our economies. If we fail to commit the energy to do this, we will soon have no economy to manage.
I speak daily with businesspeople who still are operating in a state of confused flux, and they have yet to develop concrete ideas of Plan A, B, C and D that could work for them. One of the issues we raise, which is not always welcome is….
Is your business and your role still relevant?
It is probably the most critical question that any business leader or team can answer. Because if the answer is ‘we don’t know’ or ‘we are not sure’ – then the real answer is NO!
How can you create Plan A, B or C if your vision and mission for your organisation is in doubt, with little certainty of recovery in its current form?
Many organisations find that their role has changed, but they do not act or behave to suit. They still have the same strategy, the same structure, reporting relationships and roles with little thought of developing a resilient culture.
The truth is that the reason they exist may have changed fundamentally – quite radically in many ways, yet still they have not embarked on the journey to be, do and have on offer something much more relevant to their customers, end-users and public.
Reality check required for all organisations in all sectors
Commercial organisations may be the first to understand this – probably because they have the pressure of shareholders, regulators, customers, investors, stakeholders and quarterly returns that they have to hold to account. Look at the enormous changes impacting the Airlines, Tourism & Hospitality, Energy, Retail and Financial Services. The challenges they face are enormous.
Have they individually committed to managing perhaps the most significant change they have ever confronted before? We are not sure, but we do have a series of published articles for you to assess whether you are prepared to pursue the wisdom and insight of Psychiatrist Scott Peck’s ‘The Road Less Travelled’ series on the journey to reinvent ourselves and our institutions.
Wake up call for Not for Profits (NFP)
Under the term NFPs, we group all organisations that do not have a strict commercial ethos and basis. NFPs includes all the public sector, publicly funded organisations, educational institutions, Government Departments, Universities, Charities, NGO’s and the whole variety of businesses that make up the third sector.
Consider the vast loss of income, how to compensate for that and what radically needs to change in terms of focus, structure, systems, processes and culture.
What is clear is that we need to spend more time in critical thinking mode, rather than just remembering things that may half-heartedly have worked before when confronted with the existential crisis.
A call to action
We find most people love a good challenge. We have one for you should you wish to take things further. Download the article at the end of this Blog, and consider how the issues raised in them impact your organisation, and how you can reinvent and renew your business to overcome the challenges of today and tomorrow.
Philip Atkinson is a strategic advisor, trainer, mentor and author of books and articles on organizational change and leadership