A key role for leaders of change is to create a sense of belonging so everyone's seen & valued for their own unique selves. Diversity & inclusion are important, but belonging takes us a step further. When we feel we belong, we thrive, and so do the people around us. How to build

This week is National AccessAbility week. This year’s theme is: Disability Inclusion: From Possibilities to Practice. #NAAW2023 lnkd.in/gDxJCw8U lnkd.in/gXRhtKEK

June is Pride Month Here is an educational resource guide shared by the Canadian Centre for Diversity and Inclusion including information on allyship and how to create more inclusive workplaces. #diversityandinclusion surl.li/hrdhr

Learning more about Juneteenth. lnkd.in/gCYytZER

In addition to June being Indigenous History Month, today is National Indigenous Peoples day to celebrate and recognize the history, heritage, resilience and diversity of First Nations, Inuit and Métis across Canada Two resources: Four directions teachi…lnkd.in/gHmMJemv

Today is National Indigenous Peoples day. Two resources: Four directions teachings about Indigenous knowledge and philosophy from 5 diverse First Nations in Canada fourdirectionsteachings.com and Information about National Indigenous People Day rcaanc-cirnac.gc.ca/eng/1100100013…

One model I use constantly is the "hierarchy of capabilities" from the book "Humanocracy: Creating organizations as amazing as the people inside them". As leaders we can expect people to follow the rules, be diligent in their work & to have expertise. But if we want people to

Addressing big issues ("grand challenges") like health equity needs large scale collaboration across systems. Yet these system-wide collaborations often fail to deliver. Researchers found three key governance "traps" that got in the way of tackling a grand challenge: 1) “The

21 ways to motivate, inspire, and lead a team to distinction: 1) Act with integrity 2) Frame vulnerability positively 3) Avoid shaming language 4) Reject blaming 5) Listen to what people need 6) Help people build their skills 7) Create connections 8) Keep your word 9) Make tough

In my 30's, I worked in a hospital system that developed outstanding leaders. My career accelerated as a result of working there, as did that of multiple others who went on to become national NHS leaders. So I was interested to see this new research on what is different about

Understanding & influencing courageous behaviour is an important part of leading change. If we don't feel courage, we won't try new things. Bill Treasurer helpfully describes "three buckets of courage": 1) TRY courage is the courage of first attempts, being wiling to experiment &

Inclusive board meetings. Diverse teams get better results, but it takes skill & thoughtfulness to make the most of diverse experience at a board table. Research published in Stanford Social Innovation Review suggests four actions to help inclusive governance achieve its full potential: 1) Agree on

The Top 100 Tools for Learning 2024. For the last 18 years, learning professionals (& others in related areas) have nominated their top (digital) tools for learning. For 2024, YouTube remains at number 1. Some observations: 1) AI is taking off massively as a learning tool:

I've been working with @Goranhenriks & hundreds of leaders of change to identify the enabling factors for systemic, profound change (at a deeper level than incremental improvement). One of the nine interrelated themes that has emerged is "leading people through transitions in

I appreciate all the feedback (including the challenges) to the work I'm doing with Göran Henriks & others around how we enable deep, profound change as well as continuous incremental change. So it was great to read this thought provoking piece by Sonja Blignaut which compares our

Having effective facilitation can make a massive difference to outcomes. By enabling clear communication, structured problem-solving, and inclusive decision-making, facilitation drives performance & innovation. Bringing in highly skilled external facilitators who help us to see

New research by McKinsey & Company states that when it comes to workforce performance/productivity, the working model (office based, working from home or hybrid) is far less important than other factors. What matters most is the work environment that leaders create. McKinsey sets out

Often, when we are a person in the middle of a big organisational transition, we may feel powerless, with no ability to influence things. Yet systems knowledge tells us that the opposite may be true. At critical points during a transition process, the overall structures that

The little "chit chats" we have at the start of a meeting or Teams call (where we talk about our weekends, the weather, our pets or the traffic) are really important. Research shows that they actually work as a neural 'warm-up' for a deeper connection. So the next time we get

I typically do not use the term “change management” (unless I’m working with a partner who wants or needs to use it). “Managing” change implies order, planning & stability; the ability to forecast, direct & deliver outcomes. Yet very few change or transformation plans deliver