Esther Cameron ~ Cameron Change Consultancy

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

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CHANGE MANAGEMENT
"It isn't the changes that do you in, it's the transitions. Change is not the same as transition. Change is situational; the new site, the new boss, the new team roles, the new policy. Transition is the psychological process people go through to come to terms with the new situation. Change is external, transition is internal".
William Bridges - Managing Transitions

Change management involves much more than just restructuring. It is now widely recognised that drawing the structure is the easy part. It's getting there that provides the real challenge - Cameron Change Consultancy will work with you to ensure a high level of attention to all the necessary dimensions of organisational change, ensuring that your change management plan is both stretching and workable.

EXECUTIVE COACHING IN LEADERSHIP
There has been a remarkable surge over the past few years in executive coaching. Why are organisations finding this approach so effective and so timely for developing the skills of key managers? (click here to find out about our Executive Coaching service )

In a recent leadership study of 350 leading companies conducted by Warren Bennis and Linkage International, 73% of companies asked put Action Learning at the top of the list when asked what contributed most to the success of their leadership development programmes.
Click here to learn about how we can help you to develop your leaders using catalytic action learning, an approach developed by Esther Cameron, Director of Cameron Change Consultancy

Making Sense of Change Management by Esther Cameron & Mike Green

"…the intensive coaching sessions helped me to become much more aware of my habits and preferences. This has really freed me up to make major shifts in the way I operate as a leader…"

Leadership Development -
three views of what's needed in leadership development ...

Leaders should be asking hard questions, not babysitting
What do 21st Century organisational leaders need to focus on?

Heifetz and Laurie say in their HBR article entitled The Work of Leadership (1997) "Followers want comfort and stability, and solutions from their leaders. But that's babysitting. Real leaders ask hard questions and knock people out of their comfort zones. Then they manage the resulting distress."

Heifetz and Laurie go on to explain how leaders need get a clear view of the current organisational situation, identify where (not what) change is necessary and disturb the mindsets of managers by asking the unaskable questions. What impact does this have on leadership development? Les focus on skills improvement and more on identifying the key challenges.

A leader needs to master the context, not surrender to it
Warren Bennis identifies a shortage of visionary, trustworthy leaders of integrity both in the US and in Europe.

In his excellent book "On becoming a Leader", he encourages leaders to believe in themselves and refuse to be deployed by others. This means listening to and trusting the inner voice.

He says "The context that we live in is rife with short termism, logical thinking and an illusion of control. This means there's a thirst for short-term results, logical solutions and plans that enable control of the future. Mastering the context involves becoming self-expressive, listening to others and giving yourself over to a guiding vision."

Beware the heroic leader!
Peter Senge's book "The Dance of Change" comes with a severe health warning about the myth of the heroic leader. He says "Little significant change can occur if it is driven from the top. CEO programs rolled out from the top are a great way to foster cynicism and distract everyone from real efforts to change…Top management buy-in is a poor substitute for genuine commitment and learning capabilities at all levels in an organisation". His view is that change efforts should start small, grow steadily and expect a rough ride. The leader's role is to nurture and make space for these changes

New Book: Making Sense of Change Management - by Esther Cameron & Mike Green

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