Use multiple levers of change

I will introduce this first point with an anecdote. I spent the early part of my career in management development – designing and delivering leadership skills events. I like to think that I did some high quality work, but I soon realised that positive impact back in the workplace was often constrained by inhibitors elsewhere in the organisation. So, for example, however effective a coaching skills session might have been, delegates would not fully deploy their learning if reward policies encouraged different behaviour.

The lesson learned is that, to be truly effective, transformation has to utilise many if not all of what I call the “levers of change”. I ...