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The stage of maturity of your learning/improvement network or community of practice impacts how much difference it can make. Simon Fraser University Faculty of Science identifies three stages: 1) "Knowledge Weaving" prioritises the exchange of tacit knowledge within the network or community.

"Creating team joy & wellbeing: a guide for leaders". This is a super resource, designed by leaders in health & care, to help teams and leaders assess where they’re at, identify how to grow as a team & make meaningful changes to improve team well-being. It includes practical

There's been a fantastic response to my post about "Creating team joy & wellbeing: a guide for leaders" by Marianne Morgan & Jessica Barker. There's also a podcast about it, with the authors in conversation with Lawrence Yang: youtube.com/watch?v=--wxHt…

The "J-Curve" of change is a helpful concept when thinking about the trajectory of a change initiative. Leaders assume that they will see early results from the implementation of change but performance often gets worse before it gets better. There are many reasons for it;

There are many tools for effective teambuilding. One I use often when working with teams is called a "Manual of Me" or a "Personal User Manual". If we want to get the best performance from an appliance or equipment, we might consult a user manual & whilst people are more

A new article by Harvard's Michael Beer & collaborator Johanna Pregmark identifies "seven silent killers" - leadership or organisational barriers that are publicly undiscussable yet consistently block the delivery of strategy & change. It builds on Beer's previous research that

Never underestimate the power & importance of good mid-level managers. New research in a Harvard Business School working paper: the attitude & support of mid-level managers can make or break the impact of training programmes for frontline employees. Organisations invest huge sums in

Being an effective change agent isn't just about making change happen. It's also about learning, reflecting & growing our own understanding & capabilities. So I loved "Action inquiry: a learning approach for systems change", a new (free) publication from School of System Change. It

What levers & mechanisms can senior leaders use to enable change in a hierarchical system? The most commonly used are holding to account through regulation, performance goals & incentives. These often lead to superficial compliance through control rather than building shared

We don't need to engage everyone in our network/community of practice/improvement campaign. Trying to activate the passive parts of our community or stakeholder group can be exhausting & demoralising . Unequal participation is natural. In most communities/groups we can see three

Yesterday I led a session on "building a sense of belonging" as a key capability for leaders of change. Psychologists say people have a fundamental need to belong - on a par with our need to feel loved. A sense of belonging makes us more likely to collaborate, share ideas,

The way that we, as leaders, convey emotions really matters. New research busts the myth that leaders who express harsh feedback at the start of a project help to drive performance by showing the required standard. The research showed the opposite: the extent to which leaders

Change is changing & the Project, Programme or Portfolio Management Office (PMO) needs to change as well. Many articles about the future of PMOs stress the impact of AI & automation on the PMO role. That's going to make uniquely human skills for PMOs even more important. In the

Leadership for large-scale change: distinctive challenges, emerging responses. I’ve spent the past few days in Washington DC, as a guest of the The Aspen Institute and the Higher Ambition Leadership Alliance. I participated in a learning community of 70 people from across the globe -

Leadership for large-scale change: distinctive challenges, emerging responses – part 2. In my post yesterday, I discussed some principles from The Aspen Institute and the Higher Ambition Leadership Alliance underpinning approaches for leaders in large scale change initiatives to