Cameron Change Consultancy ~ About Us

"Leaders learn from others,
but they are not made by others." - Warren Bennis

At Cameron Change Consultancy we believe that people are the lifeblood of any organisation. Peoples motivations, visions, skills and behaviours contribute more than anything to an organisation's success.

That's why we work at the beating heart of any organisation: with the existing leaders and with the leaders of the future.

Our skills are diverse, but are absolutely focused on people issues:

We work as change management consultants. Our approach is to work with leaders and change management teams, helping them to set direction and lead the changes with confidence. We work with the top team, planning the right team and individual activities and making the change happen. This is typically linked to a planned change management initiative involving one or all of business process change, IT change, structural change or behavioural change for example as in a merger or acquisition. Executive Coaching is often required for those with very stretching challenges.
We use executive coaching to wake up the personal potential of organisational leaders, preferably those in the top team, and enhance leadership skills.
We run Catalytic Action Learning Sets^© for in-house groups of 6 to 8 organisational leaders to focus intensively on real work projects, develop a step change in leadership ability and build organisational networks. This is an incredibly effective approach to leadership development.
We facilitate creative workshops to build vision and commitment, starting with the top team.
We are experts in leadership development and will work with you to plan a programme of leadership development events, executive coaching and action learning to develop key leadership skills.

"Organisations need leaders…those surprising, responsible, well-networked, influential people who think beyond and behind the obvious. Leaders are the individuals who create new ways of solving business problems whilst constantly questioning and challenging the organisation's traditional behaviour."
........................................................................................... Esther Cameron, 2001

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