All posts by Dorothy Nesbit

Are you ready for the upturn?

Developing as a leader

Now, it may seem premature to be looking ahead to life after the recession.  After all, Greece is still teetering on the edge, the IMF have only just reported that the Spanish banks need 40 billion Euros in aid, the world economic outlook is bleak.  So I was intrigued last week to hear John Rosling of Shirlaws Coaching, addressing a group of CEOs, boldly predict the beginnings of a turnaround in the next six months – you can look at his slides via the event page at OneFish TwoFish.  Just scroll down to the bottom of the page to download the slides.

I wonder, where is your focus right now?  Hopefully you responded in a timely and decisive way to the economic downturn.  You’ve looked at your costs and reduced them significantly, cutting out costs in line with a downturn in business and some – it was time to address the profligate over-spending of the boom years.  Perhaps you’ve addressed the way your business is organised and hopefully for the best of reasons – there’s a difference between rearranging the deckchairs on the Titanic and understanding the need to do business in a new way to meet today’s – and tomorrow’s – demands.  Perhaps you’ve looked hard at your business strategy, recognising that you are starting from a quite different place than you were just a few short years ago.  But tell me, are you ready for the upturn?

Now, if this question has had you laugh out loud or experience a jolt of shock or simply realise that an upturn is the last thing on your mind, you’re precisely the person for whom I’m writing today.  There will be an upturn – and the sooner you prepare for it, the more likely you are to successfully seize the opportunities it presents.  Here are just a few agenda items to which you need to give your attention:

  • Do you have a vision for the future which engages and inspires?  Are you sharing it with your staff?  If you want to keep good staff after the upturn begins (and lose those for whom your vision is not a good fit) you need to engage them already with a clear and compelling vision for the future – and tell them how they can contribute to making it happen.  If you haven’t already started to create your future, it’s time to begin;
  • Have you cleared out the debris from life before the downturn?  In case you haven’t, it’s time to take a critical look at your organisation in the light of your aspirations for the future.  Are you in good shape for life after the recession?  This is about the structure of your organisation, the clear allocation of roles and accountabilities, the way your top team is functioning, key values and behaviours…  everything should be under the microscope if it hasn’t been already;
  • Are you investing in the skills of key leaders in your organisation – including sharpening your own saw?  I wish I could track down a piece of research from some years ago (I can’t) which showed how organisations investing in coaching during a downturn were the first to grow following a recession.  You get the point – if you’re not investing now in life after the recession you may miss opportunities that others are ready to seize;
  • What’s the quality of dialogue and learning in your organisation?  Have you and your top team responded to the recession by looking hard and deep at your organisation in order to learn the lessons it brought with it?  Or are you still posturing and saving face?  If you’re not coming out of the recession with an enhanced ability to dialogue with your peers (from looking at the hard facts to sharing your feelings and responses) you may well lose out to organisations which are peopled with leaders with greater self awareness and the courage to share fully and – yes – vulnerably.

So tell me, what are you doing to get ready for life after the recession?

Feeling grumpy about an extra day’s holiday?

Developing as a leader, Emotional Intelligence, ,
Learning to kitesurf on Perranporth beach, Cornwall

Picture this, in the midst of your busiest period, your staff – anti-royalists all – are about to benefit from two UK holidays to celebrate Her Majesty Queen Elizabeth II’s Diamond Jubilee.  You don’t know how you’re going to meet your deadlines and you don’t feel good about what lies ahead.  The last thing you need right now is an extra day’s holiday.  It could even be that, looking ahead, you’re already cursing the London Olympics – everyone’s clamouring for time off and, what’s more, you are dreading the disruption to travel in the capital and all the knock-on effects that might bring.

Perhaps, though, it’s precisely this thinking that gives you a clue to your need for time off.  Some thinkers might add that you need to get out and play.  The Harvard Business Review’s Morning Advantage recently highlighted a blog posting by Psychology Today about the power of play.  Strikingly, the posting highlights research that suggests that play makes an important contribution to our mental creativity, health and happiness.  The writer says:

There is evidence that play […] may in fact be the highest expression of our humanity, both imitating and advancing the evolutionary process.  Play appears to allow our brains to exercise their very flexibility, to maintain and even perhaps renew neural connections that embody our human potential to adapt, to meet any possible set of environmental conditions.

Overall, the article’s evocation of play reminded me of the rhythm of life during my childhood, when my parents were farmers – a distinctly pre-industrial way of living.  Yes, there were certain things that needed to be done and hours to be kept – milking cows twice a day no matter what.  But there was also time between chores to take a cup of tea or to welcome visitors.  Sunday lunch was always a time for family and friends, for example.  In short, rest, respite and play (including my father’s legendary practical jokes) were woven into life – including working life – in a way that is rare in the modern corporation.

So if you’re at full stretch and feeling stressed in the run up to the Diamond Jubilee perhaps it’s time to step back and notice – how much time do you make for play in your life?  How much do you encourage your staff to take time to play?  Equally, perhaps it’s time to down tools for four days, including your PC and mobile, and just get out there and play.

Managing relationships as a key to success

Developing as a leader, Emotional Intelligence, ,

Once again, Harvard Business Review’s Morning Advantage has come up with a gem in the form of the article below, with links to further articles:

Debunking the “Proven Winner” Myth

If you were the new owner of a middling National Hockey League franchise, and were looking to bring on a new head coach, you’d probably hire a proven winner, right? Well, according to Glenn Rowe in the Ivy Business Journal, hiring a winner may not be the best option. In fact, there’s a good chance your team will get worse — really.

Data shows that it’s extremely rare for a Stanley Cup-winning coach to replicate his success with a new team — and the same goes for professional baseball and football coaches too. Perhaps one reason is proven winners can’t leverage the “complex relationships” they developed within their old organizations. More bad news: this isn’t just a sports problem. Rowe cites this HBR article by Boris Groysberg, who found that the performance of star stock analysts fell as much as 20 percent when they jumped to a new firm. So what are companies to do? When looking for stars, look within your own organization. Train and mentor them. Work like hell to retain them.


Now you may not know much about the Stanley Cup – I certainly don’t – and still, I’m guessing you get the point.  I notice, too, how there’s advice tucked away for those people who want to be winners.  Kevin Evers, who put this brief article together, doesn’t dwell on it and still – the point is there.  Building and managing relationships is a significant aspect of what makes people successful.


You might be thinking “does that mean I should stay where I am?” or even “but I’ve been here for years and I’m just rubbish at building relationships!”  The point is, once you recognise you need to manage key relationships in your current or future employing organisation, you can start to think about what that means in practice.  Here are a few tips:

  • If you want to build a relationship with others, you need to develop a relationship with yourself.  The more you understand your own drivers and motivations, the more you’ll be able to show insight into the drivers and motivations of others;  the more you are able to be authentic with yourself, the more you’ll be able to be authentic with others;
  • Which relationships?  There are people towards whom you naturally gravitate and these may well become key friends and allies at work.  There are also any number of people who, because of their roles, are important to your success at work – often called “key stakeholders”.  Taking time to understand who you need to be in touch with is a great start in a new job;
  • Don’t just wait until you need someone.  From the beginning you need to establish a relationship.  Make time for coffee.  Let people know you’ve arrived.  Get clear ahead of time about the kind of relationship you’d like to build – on which more below;
  • Every now and then you’ll meet someone – a key stakeholder – and wonder what on earth they’re doing in the job.  And still, they are a stakeholder.  The more your emotions are stimulated when you think about that person, the more that’s a reflection on you.  Learn to build relationships of mutual respect even with the people you think least deserve it.  They have things to teach you as much as you have things to teach them.

I could write more but first, I’d love to know what challenges you face or what you aspire to do in your workplace relationships that you haven’t mastered – yet.  Please leave a comment to share your experience.

  

Finding the Challenge in What’s Hard

Developing as a leader, Emotional Intelligence,

You may have noticed that I’ve been away from my blog for a whole ten days – this is a significant departure from my aim to write two or three blog postings a week.  The truth is, I’ve fallen in to an old pattern – of booking an awful lot into my diary and trusting what looks feasible without trying it on for size.  When I feel my way into the commitments I’m making I have a very different experience of what’s possible.

One of these commitments was a three day “virtual retreat” with Mark Silver and his team at the Heart of Business.  I’ve been working with the Heart of Business for the best part of a year now to explore how best to market my business so that those people who are looking for my help can actually find me.  I’ve been holding the aspiration to create an approach to sales and marketing that feels as fully authentic and nourishing for me and my clients as the work I do – helping leaders in the private sector who want to take the hard work out of achieving results.

I was interested to read a posting by Mark which referenced the virtual retreat, entitled Finding the Challenge in What’s Hard.  Two things in particular struck me.  The first is this:  that early in his posting, Mark related how many people cried on the retreat, saying:

The three days were filled with many insights.  A lot of people cried, including me.  And yes, I’ll go on record as saying that I don’t think it’s a successful event without at least half the participants crying at least once.

As I sit here and think of the people I work with, I notice how many of my clients have been known to shed a tear in our sessions together – male, female, senior and even more senior, tough on the outside… you get the picture.  These are people who live and work in a world peopled by judgements – by an etiquette that discourages emotion (yes, emotion, let alone displays of emotion) – and who have learned to live by the rules of that world.  And still, given permission to be present to their most heartfelt thoughts and feelings – yes, they cry.  I wonder what the world of corporate Britain would be like if there was permission for people to touch base with their deepest emotions.

And there was something else that struck me in Mark’s posting.  He wrote:

I don’t know if it will make you cry, but here’s one deceptively simple and profound insight that will turn your relationship with business around if you take it on.


Ready?  In every place of “hard” in your business, there’s a challenge waiting for you.  If you take it on it will make everything in your business easier and more effective.

  • A challenge to trust, learn and grow.
  • A challenge to let go of beliefs and opinions based on illusion.
  • A challenge to take time to care for yourself with health food, exercise, and spiritual practice.
  • A challenge to choose love over anything that isn’t.

Mark’s clients are different to my own and still, my clients also face challenges.  For instance?

It’s hard to receive the feedback that you’re not ready for a longed for promotion and to receive the feedback as a gift – and harder still to get the promotion and to realise that all the things you used to do are not what you need to do in your new job.

It’s hard to manage the day to day minutiae and still find time to step back and look at the bigger picture.

It’s hard to find space to create your own agenda when so many people are knocking on your door asking you to respond to theirs.

It’s hard to give up doing things yourself and learn to do things with and through others.

It’s specially hard to notice how polished everyone else seems to be when, inside, you’re wondering am I good enough?

Healing the hard and finding the challenge

Here again I borrow from Mark (with delight in his permission to do so – thank you, Mark*):

Take a moment right now and identify a hard place in your business.  Take a gentle breath.  Another.  Now take third one – I promise it won’t kill you.


Now, ask your heart, ask yourself to be shown, with a willingness to be surprised, what challenge is waiting for you within that heard place that will bring ease, joy and effectiveness?


Can you find the “Yes” in your heart to let go of the hard and take on this challenge?


Now, don’t keep it a secret.  Share with us what you got.  What challenge did you find?  Did you find a yes?  What are your first one to three steps for taking it on?  Tell me about it in the comments.


PS  Needing some help?


Perhaps you’ve found a way forward by connecting with the challenge in the thing you’re finding hard.  Or maybe going through this exercise has highlighted to you just how much you’re longing for some tailored support – a place away from work to talk things through, a focus on you and your agenda as well as what’s right for the business, a balance of challenge and support, somewhere you can talk freely and in confidence.

I’ve worked for years with leaders in business.  I’m steeped in leadership theory – I know what it takes to succeed.  More than that, I’ve been a support to my clients as they work out how to succeed in leadership roles – and in ways which work for them as well as the business.

If you’d like to learn more, take a look at my profile on LinkedIn or contact me (details on LinkedIn) to arrange a meeting.

* And just to do the formal bit – extracts in italics are from an article by Mark Silver ©2012, all rights reserved. Reprinted with permission. In case you’re interested, you’ll find this article and hundreds of others, along with other free resources are available at http://www.heartofbusiness.com

For the fox in my garden

About Dorothy

Living in London I am in the constant presence of the urban fox.  At night I hear the eery sounds of their mating dance – like a child screaming.  By day I encounter them in my garden or catch glimpses of them from the train. Sometimes, when I’m walking, I encounter one in the road.  There will be a distance and wary glances but no running away.  In London, foxes know they belong.

Often, the state of their fur will tell its own story of their age and the challenges of living in an urban environment.  Only rarely do I see a young fox, free from injury and with a coat that speaks of a rich diet – perhaps of its mother’s milk.  And when I do I am both struck by the beauty of the animal and slightly unsettled as I remember my heritage as a farmer’s daughter.  It’s easy to imagine my father rolling in his grave – wielding some celestial shotgun, even.  Farmers and foxes are not friends.

Recently I woke up one weekend morning to spy a fox – a vixen – in my garden, nestled by the fence behind my baby broad beans.  You can just about see her in the grainy photo I took (above) on my mobile phone.  With a day’s gardening in prospect I wondered if she would still be there after breakfast.  She was.  When I stepped into the garden it was easy to see why:  as she left the garden she was limping, badly.  I had the sense she would not go far.

She didn’t.  Returning to the garden a little later I found her still there.  I trod lightly and still expected her to move.  She didn’t.  I started digging, knowing that she needed to rest and even so, quite quickly, I began to wonder.  It is not a natural thing for a fox to stay in the presence of a human, especially a human armed with a spade and digging just a few feet from its head.  I wondered whether to offer her water and sustenance and even as I wondered what I would use to put water in I realised that no, I needed to take advice from the RSPCA.  In the end they came and took her away.

It was only shortly before they arrived that I realised the full extent of her injuries.  Watching her move I caught a glimpse of the bones exposed at the top inside of one of her legs.  No wonder she had been so still and quiet.  I sensed that I was probably in the presence of a dying animal.  I wanted to ask the man from the RSPCA what the likely outcome was – and somehow could not bring myself to.  I am still wondering.

It’s hard to find words to convey the sacred quality of this experience.  It was a time to honour her in the midst of her own experience and, by honouring her, to honour life – and death.

When being on the right side of the argument isn’t enough

Developing as a leader, Emotional Intelligence,
Azhar Siddique

It’s Wednesday as I write and I am enjoying the prospect of watching this week’s Apprentice this evening.  It’s a kind of guilty pleasure – how is it that people willingly subject themselves to such a harsh experience?  And that’s before you even think about the possibility that one of them will go into business with the man who has fired all their rivals.

Last week I was out when Azhar Siddique caught the bullet, though I caught up with the programme a few days later and my nephew honoured the unwritten house code – not to share the results before we’d both seen the programme.  Then it was time for the debrief.  Goodness, it was a close one – how did his project manager not get fired?

My nephew, like one of the panellists on the after show, picked up on the fact that Siddique was on the right side of the argument.  Several times he’d raised the question of strategy with his project manager and some of his suggestions, which were ignored at the time he made them, turned out to be perfectly sensible.  One of them was for team members to drop off unsold stock with their fellow team mates before going to the warehouse to restock.  Instead, it went with them to the warehouse and spent time, unsold, in a traffic jam on the way.  But being on the right side of the argument wasn’t enough to stop him being fired.  Why?  Because Lord Sugar recognised that he didn’t want to go into business to someone who – no matter the quality of his insights – could not command the attention of his colleagues.

In his role as founder and managing director of a catering and refrigeration company, Siddique’s style does not seem to be holding him back.  It’s easy to imagine him setting the strategy for his company and following it through.  It’s easy to imagine that some people climb on board in response to the strength of his argument – or decide his business is not the place for him and move on.  At the same time, it has clear limitations.  Even in an organisation’s most senior role we fail – at least a little – both when we imagine we are always right and when we convey our arguments without holding our colleagues in our hearts with dignity and respect.  The risk here is that the ideas stop flowing because even the brightest and best of our staff stop sharing them for fear of our response.

In my view it helps to hold colleagues in our hearts with dignity and respect even when we are on the right side of the argument.  In the short term, it makes it more likely that we will find a way to share our message which others will enjoy hearing – a way which makes it safe for our colleagues to accept that maybe they’re wrong.  In the long term it builds relationships of safety and trust, in which the question is no longer who is right but what.  With this level of safety people feel able to bring their best ideas to the table and to find out there are better ideas – because they still feel good about themselves at the end of the discussion.  What business doesn’t want the benefit of the best ideas of its staff?

And in case you need just one more argument to convince you, it may be worth remembering that even if it’s the boss who’s wrong, especially when it’s the boss who’s wrong, there are times when your fate lies in someone else’s hands.  Standing up for what’s right can be a powerful and positive choice when you’re at your limits and ready to move on.  As long as you want to stay, it can be highly ineffectual as a way to make things happen in complex structures of people and power.  At best, it can limit your contribution.  At worst, it can lead you to hear the words “you’re fired”.

Wanting to engage your staff?

Developing as a leader,

How often, when preparing feedback for senior leaders following their assessments for new posts, do I find myself highlighting the need for them to develop and communicate a clear vision for their new team?  It is often a gap.

On the very day that I explore this topic with someone I interviewed recently, a quip from a colleague – sharing his lack of German alongside a famous quote (Ich bin ein Berliner) – reminds me of one visionary speech:  John F. Kennedy’s speech in 1963 in Berlin.  There is an urban myth about Kennedy’s speech, which rests on the fact that “Berliner”, as well as being someone from Berlin, also refers to a kind of jelly doughnut made in Berlin.  The myth is nicely dispelled on About.com – just follow this link.

You can also watch Kennedy make this speech on YouTube – in less than five minutes he makes the case for the free world at a time when the West was at cold war with communism.  Twenty-five years before the Berlin Wall came down Kennedy packs a punch when, whilst acknowledging the challenges of a free world, he highlights that the democratic West does not have to build a wall to keep its people in.  The phrase Ich bin ein Berliner signals his solidarity with the people of Berlin, and he repeatedly uses the phrase let them come to Berlin as a rhetorical device, countering by turn the key arguments for communism.

Such speeches may seem a far cry from the dry and dusty corridors of corporate Britain (and elsewhere) and still, the leader’s ability to engage his or her staff in a vision for the future is one of ways s/he can move the performance of a team or organisation from ordinary to great.  This is the difference – for staff – between knowing what they need to do and doing it because it moves them towards some heartfelt aspiration.  Sharing a vision – again and again and again – can capture the imagination and speak to the heart so that people want to come to work, they want to overcome obstacles, they want to succeed.

Daniel Goleman, in his book The New Leaders, positions this visionary leadership style as one of the styles that builds what he calls ‘resonance’ – it’s worth reading to understand the importance of this leadership style.  And if you want to see more footage of visionary speeches just follow the link to Kennedy’s speech and cast your eyes down the right hand side, where you will find many other examples of the visionary speech.

You think staff pay rises are about money?

Developing as a leader

It’s official.  As of last week Britain has hit the dreaded double-dip recession.  In these difficult times it’s easier than ever to say no to requests for a pay rise… or is it?

Whilst some people view it as futile right now to harbour longings for more pay, many do not.  A depressed economy does not mean you won’t get asked for higher pay.  And the fact that people aren’t asking doesn’t mean they aren’t thinking about it.  The truth is, even if your staff aren’t talking about pay right now, the way you handle the question of pay in the down-turn is one factor your staff will take into account when the economy begins to turn.

As a leader in your organisation, I wonder how you feel about the question of pay at this time.  Perhaps you are telling yourself the answer is easy right now – the dent in profits your company has taken in the downturn makes it easy to say “no, we can’t afford it right now”.  Perhaps you feel anxious when you think that you can’t reward John, whose contribution is so central to your team’s success, with more pay or a promotion.  You know he was happy to wait two years ago but now you can see he’s starting to feel restless, frustrated, impatient…  Perhaps you want to have more open conversations with those you lead about their pay and rations but you don’t know how.

I wonder if you’d find these conversations easier if you had one clear thought in your mind:  pay is never about the money.  Yes, you read me correctly, pay is never about the money.  Sometimes, pay is indeed about what money can buy – for in this recession we are learning the hard lesson that we have survival needs that sometimes come under threat.  Money is what buys (or rents) a home, food and other essentials.  This isn’t to say that earning a wage is the only way to meet our needs for food and shelter.  And it isn’t to say that covering the essentials will always keep your staff happy.

More often, pay has symbolic value – or can buy something that does.  For some, for example, the ability to buy a larger house or more expensive car is as much about status or self-esteem as it is about comfort or ease.  How else would we have been persuaded to stretch so far beyond our means in the economic upturn?  Advertising links items we can buy with a vast array of human needs, holding out the (often false) promise that buying a car will lead us to intimacy or make us more attractive, or that buying the latest cool gadget will make us part of a community of cool gadgeteers.

So, what should you do?  I could offer the obligatory “seven ways” – perhaps one day I will.  For now though, I wonder how well you understand the diversity of needs your staff are bringing with them to work.  And if you don’t, how could you find out?  To test this I invite you to take five minutes for each member of your team and ask yourself, what do I know about what’s most important for this member of my team?  Better still, take time with your staff to ask for their thoughts.

You may be surprised.  Recently, I smiled when a colleague spontaneously told me how she and her husband measured their wealth.  For him, a key criterion was the amount of spare time he had.  For her, it was the quality of her compost.

Who do you rely on?

Developing as a leader,

On Friday, I went with members of my family – my mother, my nephew and niece Edward and Rebecca, and Rebecca’s husband Phil – to The Spice of Life Indian restaurant in Lewisham to celebrate Edward’s and my birthday (same day, different year!).  It was probably late in 1988 or early in 1989 when I first visited the Spice and I’ve been going there ever since.  Meals at the Spice with friends and regular take-aways have formed a backdrop to the times in my life when things have been going well and the tougher times, too.

Today, responding to a couple of invitations to Link In and sending out a couple of my own, I pause to reflect on the question:  who do I rely on?  Because in these days of mobile careers and social networking the number of people we can call on and the number of people we actually do can be quite different.  There are friends and family who have been with me since my earliest years and others whom I have met along the way.  There are colleagues who have stood out along the way as offering wisdom and providing welcome support.  There are people from whose work I have learnt from and which I continue to explore – some by my participation in training programmes and others whose work I have devoured by reading and other means.  There are those people who have supported my practical needs (Moody at the Spice has looked after my need for food over the years and Gary has had ample mention for his great work on my kitchen over the turn of the year).

It’s interesting to reflect on how many people contribute to my well-being and in how many ways, even whilst none of them has the skill or time to make the right contribution every time I need support.  This can make for an interesting paradox – with so many people who can and do support me it is nonetheless easy to find myself without the support I need unless I ask.  I have already mentioned on this blog just how much receiving support relies on the willingness to make a request and to hear a ‘no’ as well as a ‘yes’.

Many of my clients, progressing through successive layers of leadership, find it challenging to balance reaching out for help with other considerations.  Early in their leadership careers they are keen to maintain the image of ‘someone who knows’ and this can make them hesitate to seek support.  At more senior levels, telling themselves they need to maintain confidentiality in any number of business matters they find the pool of peers and seniors is ever diminishing as a proportion of the people they interact with.  And still, they do need support.   You do need support.

In case you want to check in with yourself around the extent to which your needs for support are easily met here are just four questions for you:

  • How confident are you that you notice in time when you have a need for support?
  • How confident are you that you have people in your life who have the means to provide support when you need it across a range of needs?
  • How confident are you that, when you need support, there are at least three people you would be willing to call on to request the support you need?
  • How confident are you that, if one person says no, you’d be willing to keep reaching out and asking until you find the support you need?
Give yourself a mark out of ten for each one – the higher the marks, the more confident you are that you have the support you need.
(Oh!  And supper at the Spice was wonderful – good food, good company, with fun and laughter as well as plenty of popadoms)

The perennial problem of change

Developing as a leader, Developing leadership across your organisation,

How many organisations are seeking to make changes right now to meet the challenges of a falling economy (yes, we’re back in recession in the UK), to address problems within organisations, to drive up profits, to seize opportunities…?


Susan Popoola wrote an interesting summary of The Problems With Change Projects in organisations, published on Discuss HR as well as on the Human Resources UK group on LinkedIn.  Discussion is raging on LinkedIn where there are also some interesting links to other resources.


I added my own two penn’orth as a way to give myself a break one day last week.  This is what I said:


Wow! Lots of really great stuff on this discussion! I especially noticed Andy’s assertion that “The business wants the change to happen a.s.a.p, and there’s a lot of energy at the beginning of the change programme which then starts to evaporate when the going gets tough”. 

Is it possible that one of the issues is that people in senior roles get anxious when things look in any way “messy”? If you’re the sponsor of a programme of change there are moments when things are messy and outcomes are uncertain and when you could well be thinking ahead to the personal implications for you if things don’t turn around. In these moments it’s easy to start looking for a scapegoat or for the next great thing.
 
It’s more challenging (and courageous) to go deep and to ask, just why is this proving so difficult? Especially because this implies being open and willing to learn about our own weaknesses and things we need to do differently. 

I wonder, what’s the culture in your organisation around change?  And how do people respond when things start to go wrong?