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Plans and Planning

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Checklist and planning guide

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Designed to assist group managers and leaders develop individual and collective capacity for an organisation’s Primary Purpose (or Primary Task). Helps you identify and focus on achieving three critical development themes for each of three aspects of broad responsibilities. Includes an action-planning template, our Plan and Manage the Plan and Problem-Solving graphics, and references to useful resources (discussion papers, conceptual frameworks and notes) within our website.

Download free (PDF file, 182 kilobytes)

Current trends, hard simplicity

Every year academics, authors, consultants and popular gurus produce new approaches to developing organisations and people. Given the extent of research into these topics and the plethora of publications, it's surprising how many organisations, relationships and individuals within them, function pretty much as they did 5, 10 or 35 years ago: they survive rather than thrive.

Where should you look this year, for inspiration and support? Which of the popular gurus and thought-leaders are currently relevant? Which approach is right? Who has found the truth . . . really? Read more, download free.

Common approaches to imperilling organisational frogs

Every day, thousands of organisational frogs move on to The Big Swamp in the Sky because it's alarmingly easy to kill them.

When placed in water already too warm, a frog will leave immediately but if placed in cold water it accommodates gradually increasing heat (smiling all the while) until it dies, because the rising discomfort is almost imperceptible.

It's a good analogy for many workplace crises and challenges: you may not know you're in difficulty until it's too late. The realisation that something is very wrong came, people often claim, as a total surprise. Well, yes and no . . .

We sensed something was wrong but we didn't really see it coming!
I guess we tried to pretend it wasn't happening . . .
We just hoped it wouldn't happen to us.
Things were going so well fiscally and there was lots of goodwill . . . we imagined we were bullet proof.
Things were pretty desperate at times but we figured they'd improve.

These are the kind of admissions my clients will make after we've done a bit of digging into the causes of current challenges.

The very good news . . ? No matter how many frogs you've already dispatched and whatever number you're currently warming, there are very simple things you can do to reduce or eliminate the phenomenon. Provided you know where you're heading and have a clear picture of where you are right now, you can start immediately to make the difference that makes the difference. Read more, download free.

Select and contact a Mentor when you are ready to make these commonsense ideas your common practice.

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