'Lost in Business Transformation'

Despite the fact that there is a solid body of knowledge about the topic of change management for several decades already, McKinsey's infamous notion that '70% of all change management efforts fail' is still seen as adequately representing the current situation.

Rupert Brown is an experienced chief people officer and change management specialist with extensive expertise in mergers, acquisitions, digital transformation, joint ventures, and turnarounds. Through his book 'Lost in Transformation', Rupert aims to deliver a candid, emotionally intelligent manifesto for doing transformation differently.

In the 35th episode of the Leadership 2.0 podcast, I interview Rupert about his book and how organizations can ensure the success of their change management efforts.

• Why Transformation projects continue to fail
• The difference between Change and Transformation
• The Bad Reputation of the word 'Transformation'
• Why we still struggle with Change Management
• In-Groups and Out-Groups in Change Management Processes
• Chief Acceleration Officers
• Trust is Energy
• Crises as Catalysts for Change
• The impact of our Permacrisis on Change Management
• Behavioral Skills to cope with the BANI world'
• Change Management and AI

► About Rupert Brown

Rupert Brown is an experienced chief people officer and change management specialist with extensive expertise in mergers, acquisitions, digital transformation, joint ventures, and turnarounds. His insights are captured in this book that emphasizes leading change in various organizations.
Rupert has worked for and advised global multinationals like Procter & Gamble, Gillette, and A.P. Moller-Maersk, as well as nimble, private equity-backed, and family-owned businesses across diverse sectors such as consumer goods, shipping, software, telecommunications, education, and not-for-profit. His knowledge is particularly valuable for those feeling lost in transformation initiatives.

► Book https://www.amazon.co.uk/Lost-Transformation-Discover-Leadership-Derailing/dp/B0FQ1FWCKD

► Website https://rupert-brown.com/

Any questions or comments? Press this link and send me a message!

'Adult Innovation'

Many individuals and organizations wrestle with the question of how they can become more innovative, ... and Thomas Wedell-Wedellsborg has the answers!

Thomas Wedell-Wedellsborg is the author of What’s Your Problem? (Harvard Business Press, 2020), a book on how to solve the right problems. He is also the co-author (with Paddy Miller) of Innovation as Usual, a Harvard Business Review Press book on the art of driving innovation in regular organizations.

In the 34th episode of the Leadership 2.0 podcast, I interviewed Thomas Wedell-Wedellsborg about innovation, both at an individual, as well as on an organizational level.

During our conversation, we discussed the following topics:

1. Reframing Problems
2. Weaponizing Frames
3. Never fall in love with your obstacles
4. The importance of Bright Spots
5. The Acid Test for Potential Solutions
6. The Value of Different Perspectives
7. Most Ideas are Bad Ideas & Do Not Celebrate Failures
8. "Focus" versus "Throw Against the Wall and See What Sticks"
9. How to Ensure Adoption in Corporate Environments (‘Stealthstorming’)
10. The Past as the Best Predictor of the Future

► About Thomas Wedell-Wedellsborg

Thomas has worked with managers in nearly all parts of the globe, including China, India, Russia, Singapore, Britain, France and his native country, Denmark. His research has been featured in Harvard Business Review, The Economist, The Sunday Times, The Telegraph, BBC Radio, Bloomberg Businessweek and the Financial Times. His work on innovation led HR Magazine to recognize him as a “Top 20 International Thinker”.

As an executive advisor and keynote speaker, Thomas has addressed organizations such as Cisco, Microsoft, Citigroup, Time Warner, AbbVie, Caterpillar, Amgen, Prudential, Union Pacific, Credit Suisse, Deloitte, the Wall Street Journal, and the United Nations.

Thomas holds an MA in Media Science from the University of Copenhagen and an MBA from IESE Business School. Prior to his business career, Thomas served for four years as an officer with the Danish Royal Guards.

► Five nested strategies to reframe your thinking of a problem to make sure you're solving for the right things:

1. Look outside the frame. What are we missing?
2. Rethink the goal. Is there a better objective to pursue?
3. Examine bright spots. Where is the problem not?
4. Look in the mirror. What is my/our role in creating this problem?
5. Take their perspective. What is their problem?

► Key actions leaders who want others to act as innovation architects should take

1. Focus: Direct people to look only for ideas that matter to the business. (Focus beats freedom)
2. Connect: Urge people to connect to new worlds (customers, colleagues, external experts). (Insight comes from the outside)
3. Tweak: Challenge people to test, challenge, and reframe their initial ideas repeatedly. (First ideas are flawed)
4. Select: Guide people to filter and select the best ideas and discard the rest. (Most ideas are bad ideas)
5. Stealthstorm: Help people navigate the internal organizational politics of innovation. (Stealthstorming rules)
6. Persist: Motivate everyone to continue pursuing the other five keystone behaviors. (Creativity is a choice)

► Books

► Website

Any questions or comments? Press this link and send me a message!

'Eating radishes'

That is how, according to Matt Dixon, many 'doer-sellers' experience selling their services.

People do not become management consultants, executive coaches, accountants, lawyers, or engineers to sell. However, for those working in professional service firms or independently, selling is an integral part of their role.

At the same time, professional sales processes are changing. More and more professional services are sourced through RFPs, and buying committees are replacing traditional client relationships. This means that doer-sellers need to change their approach to sales in order to stay relevant.

Based on an extensive quantitative study of nearly three thousand partners across industries such as law, accounting, consulting, investment banking, executive search, and public relations, five distinct seller types within professional service industries were identified; however only one of them, the Activator, consistently drives growth.

In the 33rd episode of the Leadership 2.0 podcast, I interviewed Matt Dixon about 'The Activator Advantage - What Today's Rainmakers Do Differently.

During our conversation, we discussed the following topics:

00:00 Sales, Acquisition or Business Development
01:43 Why Doer-Sellers Do Not like Selling
04:28 What Inspired Matt To Write 'The Activator Advantage?'
07:24 The Five Types Of Professional 'Doer- Sellers'
20:19 The Three C’s of the Activator
28:22 Why The Purchasing Behavior Of Clients Is Changing
32:18 The Three Categories Of Stakeholders In The Buying Process
36:00 The Three Elements Of The Activator Mindset
39:24 Business Development Habits
44:19 Instilling An Activator Mindset In The Organization
50:15 Can I Learn To Like Eating Radishes?
52:38 Final Thoughts

► About Matt Dixon

Matt Dixon is one of the world’s leading experts on sales, customer service and customer experience. He is a Founding Partner of DCM Insights, The Customer Understanding Lab.

Prior to co-founding DCMi, he served as the Chief Product & Research Officer of Tethr, an AI venture in Austin, TX, that helps companies mine customer voice data for insights. And before that, he spent time as a Senior Partner and the Global Head of Sales Force Effectiveness Solutions at Korn Ferry Hay Group and as Group Leader of the sales, service and customer experience practices of CEB, now Gartner.

Matt is a sought-after speaker and advisor to corporate leadership teams around the world on topics ranging from sales effectiveness to customer service and customer experience. He also (co)authored a number of books:

• The Challenger Sale: Taking Control of the Customer Conversation
• The Effortless Experience: Conquering the New Battleground for Customer Loyalty
• The Challenger Customer: Selling to the Hidden Influence
• The JOLT Effect: How High Performers Overcome Customer Indecision

Matt is also a frequent contributor to Harvard Business Review with more than 20 print and online articles.

Matt holds a Ph.D. from the Graduate School of Public and International Affairs at the University of Pittsburgh as well as a B.A. in International Studies from Mount Saint Mary’s University in Emmitsburg, Maryland. He lives in Silver Spring Maryland with his wife and four children.

Visit DCM Insights at https://www.dcminsights.com/ and visit Matt on LinkedIn at http://www.linkedin.com/profile/edit?trk=hb_tab_pro_top or follow him on Twitter at @matthewxdixon

► Book 'The Activa

Any questions or comments? Press this link and send me a message!

Why do people want to become CEO in the first place?" That was one of the first questions I posed to Ty Wiggins during our interview for the Leadership 2.0 Podcast.

After all, the statistics are sobering:

• The turnover of CEOs is at an all-time high: from 9.2 years in 2018 to 7.6 years in 2022
• 50% of all CEOs reported feelings of loneliness
• The average workweek of CEOs is more than 60 hours[^1]
• Burnout is a reality for 71% of CEOs[^2]

Being a CEO comes with immense responsibility. CEOs are ultimately accountable for the company's entire trajectory, from strategic wins like M&As to major setbacks like corporate scandals. Every day, CEOs must make tough decisions on issues that can't be resolved at lower levels. More often than not, these choices are a matter of picking the 'least unattractive' option.
The CEO’s decisions have a significant influence on the lives and financial well-being of all stakeholders. This broad group includes employees, investors (e.g., pension funds), consumers, suppliers, and government bodies.

In the 32nd episode of the Leadership 2.0 podcast, I interview Ty Wiggins about his book ‘The New CEO - Lessons from CEOs on How to Start Well and Perform Quickly (Minus the Common Mistakes)’.

During our conversation, we discussed the following topics:

1. The CEO and Executive Transition Practice of Russell Reynolds Associates
2. The Model on which the book 'The New CEO' is based
3. Why do people want to become CEOs in the first place?
4. Why CEOs are never 100% ready before they start
5. The big shift from Business Unit leader to CEO
6. The nature of decisions CEOs need to make
7. Why a typical CEO transition lasts 12-18 months
8. What a Transition Plan for a CEO role looks like
9. Taking over the CEO role in a 'Stealth mode'
10. The right moment for new CEOs to start making big decisions
11. When and how CEOs should select their teams
12. How to burst the 'CEO bubble'
13. Should CEOs speak up on political issues?
14. Final Thoughts

► About Ty Wiggins

Ty Wiggins is the CEO & Executive Transition Advisor at Russell Reynolds Associates. He advises leading companies on leadership transitions and executive onboarding to ensure a more expedient path to effectiveness. Based in London, Ty is one of only a handful of people globally with a Ph.D. in senior leadership transitions. He harnesses his deep academic, consulting and coaching background to provide CEOs, boards, and senior leaders across industries with the advice, support, challenge and insight needed to start well and perform quickly.

Ty holds a BS in social sciences from the University of South Wales. He also holds a Master of Business Coaching, MBA, with honors, and PhD in leadership transitions from Sydney Business School at the University of Wollongong.

► Book: The new CEO

► Website Ty Wiggins (Russell Reynolds)

Any questions or comments? Press this link and send me a message!

I have always been quite cynical about ESG and CSR initiatives from companies. They always struck me as 'Do as I say, not what I do'.

My favorite examples include a 'Big Oil' company preferring suppliers with a 'green' supply chain, a Financial Services companies directly contributing to the Euro crisis but giving their employees an afternoon off to paint schools in derelict areas 'to give back to society', companies that started 'recalibrating' their DEI efforts in the aftermath of the last presidential election in the US, and ESG leaders flying en masse to conferences in New York to discuss how make the world a more sustainable place.

Sander Tideman is founder of Triple Value Leadership. A former international lawyer and finance executive, he is a specialist in leadership development and organizational transformation, motivated by building the capacity to address the unprecedented social and ecological challenges of this age.

In the 31th episode of the Leadership 2.0 podcast, I interview Sander about the question if and how organizations and our society should adopt ESG and CSR concepts.

During our conversation, we discussed the following topics:

1. The Growth Triangle
2. What would happen if companies did not consider their environmental and societal impact as 'for free'
3. Greenwashing: Why should we take ESG and CSR seriously?
4. The (in) capacity of Public Companies to address ESG issues
5. Do we not make it too easy for companies to transfer their burden to our society?
6. The Development Stages of ESG in organisations
7. The link between CSR and Business Results
8. Best Practice Companies
9. The Adoption of CSR by B2B companies
10. Resilient Companies
11. What is Triple Value Leadership?
12. The Regenerative Capacity of Mankind
13. Integrating Triple Value Leadership in Executive Coaching
14. The Current Status and Outlook of CSR
15. Final Thoughts

► About Sander

Sander Tideman is a researcher, author, entrepreneur and executive coach in sustainable leadership. He works with leaders to build flourishing organizations equipped to address the unprecedented challenges of today. He has worked for and consulted with leading organizations on three continents.

A former international lawyer, senior finance executive and board member of companies and NGOs, he is the founding director at Triple Value Leadership. He is also executive director of Garrison Institute International and a Senior Faculty member of Mobius Executive Leadership in Boston and Rotterdam School of Management, Erasmus University, in the Netherlands.

Sander started his career in 1986 by practicing law at Baker & McKenzie (Amsterdam and Taipei office). In 1989 he turned to international finance by becoming Country Director for ABN AMRO Bank in China (responsible for offices in Beijing and Shanghai), Vice President Structured Finance at ABN AMRO Bank in Amsterdam and Regional Manager Eastern Europe and Asia for Triodos Bank. As a consultant he worked on assignments for UNDP, The World Bank/IFC and the Asian Development Bank.

He co-founded and managed Spirit in Business (Massachusetts), worked for Teleos Leadership Institute (Philadelphia), co-founded and managed the Global Leaders Academy (London/Amsterdam), co-founded the Bridge Fund Europe and served as CEO of Mind & Life Europe (Switzerland). He also served on the executive board of the Netherlands Council for Sustainable Development/NCDO. The government of Bhutan asked him to co-create the first international conference on Gross National Happiness in Bhutan, which spearheaded a global movement in well-being economies.

► Book: 'Triple Value Leadership: Creating Su

Any questions or comments? Press this link and send me a message!

'We live in the most Generationally Diverse Demographic' (Rebecca Robins).

Unfortunately, generational differences are often seen as a source of problems - sometimes misunderstood, and exaggerated by social media..

However, what would happen if we saw Generational Differences as Opportunities instead of Issues?

This is precisely the topic of the book 'Five Generations at Work: How We Win Together, For Good' by Rebeca Robins and Patrick Dunne.

In the 30th episode of the Leadership 2.0 podcast, I interview Rebeca Robins and Patrick Dunne about 'Maximising the business opportunity of generational diversity'

During our conversation, we discussed the following topics:

• Are generational differences real?
• Friction Points and Stereotypes
• Respect between Generations
• Turning Generational Labels into Generational Lenses
• Using Generational Lenses to gain a Competitive Advantage
• Are Family Companies ahead of Publicly Traded Companies?
• Generational Differences and Brand Relevance
• Ageism, Social Tension, and having 'an Africa Strategy'
• Do younger Generations want to Learn from older ones?
• Next Generation Boards versus Focus Groups
• Final Thoughts

► About Rebeca Robins

Rebecca Robins is a global advisor and expert in brands, leadership and cultures of excellence, also advising on inter-generational collaboration in the five generational workplace. Her work spans leading brands and organisations across the world, including: AstraZeneca, British Airways, Burberry, HUGO BOSS, LEGO, LVMH, Reuters, alongside Universities, founder and family businesses. Rebecca is the author of two industry-leading books on brands and culture, and also writes for numerous leading publications. A postgraduate of Cambridge University, Rebecca is ever at the intersection of education and industry as lecturer and programme advisor, and is a Board Trustee at The EY Foundation.

► About Patrick Dunne

Patrick Dunne is an experienced Chair with extensive experience of working with boards in Europe, Africa, Asia and North America. Currently Chair of board consultancy Boardelta and the charities the Royal Voluntary Service and ESSA- Education Sub Saharan Africa.
He gained this experience with Air Products and FTSE100 3i Group plc where he was Communications Director, a member of its Operating Committee and Chairman of its Operational Risk forum.
Patrick is author of the award-winning book “Boards” and co-author of "Five Generations at Work", a member of the Higgs Review and Visiting Professor at Cranfield University.
He also has extensive experience of developing social enterprises, most notably with Leap Confronting Conflict, the EY Foundation and Warwick in Africa.
Patrick was awarded an OBE in the Kings Honours list in 2023 for services to charity and philanthropy in Africa and the UK.

► 'The Book: Five Generations at Work - How We Win Together, For Good'

https://www.amazon.com/Five-Generations-Work-Together-Good/dp/139425220X

Any questions or comments? Press this link and send me a message!

In many organizations Learning & Development (L&D) is seen as a 'Nice to Have'. Unfortunately, this is often reflected their (bland) L&D offerings, which, more often than not, are generic and fail to address the strategic issues organizations need to address

However, what would happen if organizations truly would treat Learning & Development as a strategic instrument?

In the 29th episode of the Leadership 2.0 podcast, I interview Nick van Dam about 'The Strategic Value of Learning & Development'.

During our conversation, we discussed the following topics:

• Where Nick’s interest in Learning & Development (L&D) stems from
• How Nick put L&D on the map of McKinsey and Deloitte
• How to link L&D to business strategy
• How to determine the ROI of L&D
• If L&D efforts should be limited to Soft Skills
• A strength-based approach to L&D
• The implications of Generational Differences for L&D
• Has the role of L&D changed over the years?
• What world class L&D organizations look like
• Nick’s latest book: 'The Best Version of Me'
• Final Thoughts

► About Nick van Dam

Dr. Nick van Dam is an internationally recognized thought leader, advisor, executive coach, researcher, facilitator, and best-selling (co-) author of more than 29 books on Leadership, Organizational Behavior, and Corporate Learning & Talent Management. Dr. van Dam has over 30+ years of business experience as a former Partner, Global Chief Learning Officer, HR Executive, and Client Advisor at Siemens, Deloitte and McKinsey. As an advisor or faculty, he has served over 100 clients around the world.

He is (visiting) Professor at The University of Pennsylvania , Harvard Business School-
Corporate Learning, IE Business School, and Nyenrode Business University. Nick is

Director of the IE Business School, Center for Corporate Learning and Talent Management. He is the Director of the IE Business School, Global HR Leadership Program and Global L&D Leadership Program. He is a core faculty member of CEDEP. (INSEAD Campus, France) and a co-founder of Pathos Leadership Institute. Nick is an External Senior Advisor
and Faculty member at McKinsey & Company.

He has written numerous articles for various publications and has been quoted by Bloomberg Businessweek, The Financial Times, Fortune Magazine, Harvard Business Review, Times of India, Information Week, CLO Magazine, and The Wall Street Journal.

His lifelong learning journey has included studies in economics and business economics (BEd, Vrije Universiteit, Amsterdam), organizational sociology (MA), Universiteit van Amsterdam), psychodynamic psychology (EMC, INSEAD) and human capital development (PhD, Nyenrode Business University).

Nick has lived in the US, Spain and The Netherlands. Throughout his career, he has spent time in various countries, with significant periods in Asia, particularly in India.
Leaders around the world value his inspiring, engaging, and application-oriented
teaching/facilitation style tremendously.

► Books (selection)

Van Dam, N.H.M., et al. (April 2024) The Best Version of Me: Boosting Your Well-Being, Lulu Publishing.

Van Dam, N.H.M., Marcus, J. (2023). Handbook Organization & Management (5th edition), Noordhoff Publishers.

Brassey, J., van Dam, N.H.M., Van Witteloostuijn, A. (2022) Authentic Confidence. Vakmedianet.

Feser, C., Nielsen, N., Rennie, M., editors (2018) Leadership at Scale. HBG (Nick has co-authored 4 chapters)

Rogers, E., & van Dam, N.H.M. (2014). YOU! The Positive Force in Change: Leveraging Insightsfrom Neurosciences and Positive Psychology. Raleigh (NC): Lulu Publishing.

Any questions or comments? Press this link and send me a message!

Many people in the workplace wrestle with combining their ethical and spiritual convictions on the one hand, and what they feel is required of them to progress their careers or simply to stay in their roles.

For people who experience this tension and want to address it, 'Heroic Leadership - Best Practices from a 450-Year-Old Company That Changed the World' by Chris Lowney. ' will be a great read!

Chris Lowney, is a one-time Jesuit seminarian, who currently chairs the board of CommonSpirit Health, America’s largest not-for-profit healthcare system with 140 hospitals and more than 150,000 employees. Previously, he served as a Managing Director of J.P. Morgan & Co. in Tokyo, Singapore, London and New York.

In the 28th episode of the Leadership 2.0 podcast, I interview Chris Lowney about Heroic Leadership. During our conversation, we discussed the following topics:

• What is Jesuitism?
• Chris's involvement with Jesuitism
• The four Key Values of Jesuitism: Self-Awareness, Ingenuity, Love, and Heroism
• The Jesuits and Agility
• 'Greater Love than Fear' as a Leadership Principle
• Leadership as an Activity
• The Concept of Indifference
• Self-Compassion
• Serving a Higher Purpose in Competitive Work Environments
• A Call to Action - Heroic Leadership - The Workbook
• Why Everyone is a Leader

► Resources

Chris has authored six books, including the bestselling Heroic Leadership, which has been translated into eleven languages and was named to the recommended reading list of the Commandant of the United States Marine Corps. His latest work, Make Today Matter: 10 Habits for a Better Life (and World), won an Independent Press Award.

You can find more information about his books (including the workbook on Heroic Leadership that was just published) here: https://chrislowney.com/wp/books/

Any questions or comments? Press this link and send me a message!