We specialise in the improvement of performance and the productivity of people particularly where cultural change is required. Built resilience delivers considerable evidence of faster, smoother and ‘stickier’ change and needs to be considered at every stage of the change process.
“The only thing to change is change itself “(someone undergoing a formal change management process)
Whether you are considering, in the midst of, or recovering from change that is continuous, bumpy or discontinuous, we can help…! Our initial one day change management course looks at the fundamentals of process, culture and personal change using a range of resilience tools and techniques – you can access it here…and also at the end of this page….
There are many factors at work in cultural change. New leadership can naturally bring about cultural change as new ideas, knowledge and 
experiences are brought onboard. External and internal challenges can also create a need for cultural change to improve business growth and performance. Many organisations may experience:
- Decline in profits and revenues
- Low standards of customer service
- Inadequate returns on investment
- Change of ownership
- Technological or competitor changes in the market place
- Global economic conditions
- Political or legal regulations
Changing an entrenched culture can be a tough task. We believe every organisational culture has many strengths. We work with organisations to aid the understanding of existing cultural assets, making the most of the positives. Through assessment, measurement and development, we strive to create a feeling of shared evolution as your resilient culture evolves to allow free adaptation and prosperity in our uncertain environment.
Managing change and adapting to new environments requires thoughtful planning, sensitive implementation – and above all, consultation with, and involvement of, the people affected by the changes.
We help teams:
- Involve and agree support from people within the system
- Understand where the organisation is at the moment
- Understand where you want to be, when, why, and what the measures will be for having got there
- Plan the development in appropriate, achievable, measurable stages
- Communicate and involve people, as early and as openly as possible
We support our clients in building resilient teams that can create effective strategies and processes to develop and allow an increase in adaptation, people performance and organisational value.
Other activities include:
- Resilience – improving communication skills, creating productive relationships, obtaining greater wellbeing and increased active engagement to enhance performance
- Health and Well-Being – exploring opportunities and environments that encourage and enable employees to lead healthy lives and make choices that support their wellness
Are you interested in our New One Day Change Management Fundamentals workshop? Find out more. 
Do you need to tighten up your processes and strategies or help your people flourish through business changes?
The latest episode in our Resilience Unravelled series has now been released, 
Parents need to be engaged so they are aware of the things to look out for. Hardship builds resilience. If something is blocking you from achieving something you think of ways to get around it. Children are exactly the same. They come up with something new and from that will start to build resilience which they can then apply to situations in adult life.
outside world and risk
These are all skills that will be helpful as children get older. They will remember the resilience they built and used during lockdown and be able to use these skills in their adult relationships and emotions
The latest episode in our Resilience Unravelled series has now been released, 
Helen’s life changed on September 2 1991. Until then she felt pretty invincible and was physically very fit. That afternoon she and a colleague were sent to a disturbance at a shop on Wood Green High Road. When they arrived, Helen saw the man in question. Her colleague went into the shop to find out what had happened and Helen went to see the man. He had his back to her but he was very tall, about 6’6”. When she spoke to him he turned round and she then found herself flying through the air. She was unarmed and got up feeling very angry but in considerable pain. This was because she had actually been stabbed in the stomach. Her assailant was still holding the knife and attacked one of Helen’s colleagues. Helen tried to intercede but was stabbed twice more.
At that point she was completely incapacitated and felt fear and overwhelming terror. As well as Helen, three of her colleagues were stabbed. The man was actually a mental health patient who had stopped taking his medication. The incident was unusual as it involved three female officers so it received a lot of media coverage. At the time stress and trauma was still a taboo subject and in the police force it was seen as a weakness. Helen spent some time in hospital and recovered from her injuries with no long lasting effect. However, the trauma side of the incident wasn’t really recognised.
This time Helen was treated for trauma, diagnosed with Post Traumatic Stress Disorder and discharged in 1996. Leaving the police was very isolating and she felt a real loss of identity. In the beginning she really struggled and she feels that if there had been more support in place she would have fared better.
The latest episode in our Resilience Unravelled series has now been released, 
Shona was in the process of setting up her own executive advising business helping CEO’s with employee engagement and and goal alignment when Covid-19 hit. She had also written her first book 
Shona feels leaders need to connect with employees by looking at their individual roles in the organisation. She used to shadow employees so she could understand their perspective and listen to their thoughts and fears. Learning their reality by working alongside them helped her realise the impact her decisions had on them. Personally connecting with employees also meant she could bring the organisation mission alive to them. Interacting, getting out of office and ‘walking in their shoes’ helped them all see the reality.
Employee engagement can lead to better results, increased productivity, improved quality and reduced absenteeism. Engaged employees will go above and beyond because they have invested in the organisation and its success. Leaders often ignore employees who are not engaged so have no perspective on why the relationship has gone wrong. They need to find out why they are not engaged. Being personally interested can help them understand and incorporate their thoughts into strategies that make a difference.
Post Covid, the role of leaders may change. Some employees may feel that trust has been broken. For example, healthcare workers who felt they were not provided with the correct PPE. Here, work will need to be done on rebuilding trust. Leaders will need to hear stories personally, own any mistakes and put forward ideas on how to do things differently. Another area is where organisations have had to restructure because of a loss of revenue. Where employees have been lost, leaders will have to communicate new missions, new goals and organisational structures.
