Organisational change and development are no longer optional. In today’s rapidly shifting environment, businesses that cannot adapt risk being left behind. Yet as Dougie and Bonnie highlighted, success is rarely determined by the brilliance of a new strategy, structure, or system. More often, it comes down to how well leaders manage the people side of change.

Businesses that operate as a collection of fragmented teams make the mistake of missing out on the power and positive impact of a One Team.

The world between strategy and people can be a difficult place to navigate –and some discussions with people managers since my earlier blog

Like everyone else, I live my life with a constant background soundtrack in my head (…what… not everyone has this??). Throughout the day, ph

Organisational change and development is critical for any organisation to maintain and improve performance within a rapidly changing environment. The context of organisational change and development, driven by the recent pandemic, has forced many organisations to re-consider how they do business or serve their clients. For these changes to land successfully, it is increasingly critical that organisations build the right plans to take their people on the journey through the ch

“The reflective path towards professionalism is slippery like soap." Struck by Schaepkens’ (2021) statement I thought it would be helpful to

Do your teams feel like they are being heard? “It is said that employees don’t leave companies, they leave people” - Dale Carnegie author of How to Win Friends and Influence People This enduring and iconic quote is possibly even more relevant today as when Carnegie first made it.  As we emerge from the pandemic into an ever more challenging and competitive world, what do you really know about your employees’ future career plans, especially those who now are working less vis

How do we learn? I’ve been reading the excellent Make it Stick: The Science of Successful Learning by Brown, Roediger and McDaniel

This is part two of a three part blog series. This article is the second in a three-part series designed to stimulate some thinking and sharing around the subject – looking at the “what”, “why” and “how” around values. Last week we began with the “what”. We looked at some of the pitfalls associated with a lack of understanding around the role and purpose of values. We then started to look at what values actually are. This week we hope to build on that as we begin to explore w

This is part one of a three part blog series. Values today are a widely documented and often revered “must have” management tool and it’s rare to come across a transformational change agenda that doesn’t involve a significant role for meaningful, differentiating values. Alistair Brown worked with Johnson and Johnson in the late 70’s at the time of the famous Tylenol crisis and experienced at first-hand how J&J’s values ( Known then as the J&J Credo ) contributed to the key de

Mindfulness in Business and Leadership by Susan Grandfield.

Taylor Clarke's next Women in Leadership session will take place on the 20th of March at House of an Art Lover in Glasgow.

Lucy Butters gives an introduction on Cultural Intelligence (CQ) at Taylor Clarke.

Taylor Clarke consultant Sarah Ballantyne discusses what women do to enable each successive generation to get closer to gender equality.

Course Dates Module One 5th & 6th November 2019 Module Two 10th & 11th December 2019 BOOK NOW Are you curious to know more about agile...

By Mark Adderley, Senior Associate Consultant and Coach Last month we shared our thoughts on 4 effective ways to have a great...

By Mark Adderley, Senior Associate Consultant and Coach In the ever-changing work environment, our workloads are often challenging to...

By Cameron Findlater- Consultant & Coach One of the current hot topics in organisations is “Agile Leadership”. Agile leaders engendering agile organisations that anticipate and respond to customers’ needs in a variety of circumstances: new, changing, or indefinite. When we hear the word “agile” we may think of a solo cheetah or bird of prey, a flock of starlings in flight, a group of dancers or team of sports people, all moving quickly yet adeptly, with purpose and directio

If you are a manager or business partner responsible for implementing new systems, policies and practices one of the key challenges you may face is resistance to change and progress.  When you’ve worked hard to design new solutions that will solve business issues, it can be at best frustrating and at worst demoralizing to come up against people who refuse to take on board the new ways. Resistance can take many forms; it can be overt, such as people not taking actions, or less

By Pauline Holland, Principal Consultant at Taylor Clarke and Co Chair at ODN Europe “An essential dynamic of leadership is being seen …”...