Dr. Zivit Inbar (GAICD FCPHR)

Bain and Company research reports that at any given time more than a third of organisations have major change efforts underway, but only 12% produce lasting results. Outright failure has declined but companies are reporting that 75% of the time they have accepted mediocre results from their change efforts. Two of the critical success factors they identify are; building transformation into the company’s operating rhythm and treating transformation as continuous. At the Switch Change Academy, we know that enabling continuous, successful change requires building internal capability in Change Leadership, Change Architecture and Change Practice. We can work with you to up-level these business critical capabilities. Why are we different? We have our extensive multi-sector Australian learnings and insights and have architected them into smart, engaging and applicable practical tactics, that you can hit the ground running with in your engagement and business readiness efforts. Launch into the new financial year with fresh eyes and fresh ideas by utilising your remaining training budget to build your leaders and specialists into masters of transformation.    www.switchtc.com book now and grab your 2024 tax deduction. Contact us at learning@switchtc.com Come along and sharpen your change leadership tools in our one day Change Leader Program !www.switchtc.com

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Governance & Directors Role in Self-Directed Learning/Research: While the article headline will no doubt draw nods of agreement and stories about “directors, I have known who did that”. The sub-heading is equally impressive in its claims, stating “The desire for social recognition means that non-executive directors are failing shareholders.” Are the headlines and sub-headline, just that, headlines.   Sure, we can all recount stories of directors we know who stayed too long. Perhaps the “hankering for status” explains why some directors gather directorships, like trophies, for bragging rights. You know, I see your two directorships and raise you five. Or perhaps it’s not a “hankering for status” but simple economics that makes them stay beyond their use-by date. They need the money, as little as it may be. Or perhaps, no one has said, it’s time to go, or done a review, that identifies their lack of contribution, fit, or whatever. There will be many other reasons directors stay past when they should.          Why raise this with you? Two reasons. First, because directors like most of us have a habit of reading headlines, which we agree with and accepting the statements as facts, evidence to support our own already entrenched views (biases). I would like nothing more than for these statements to be true. To have the weight of scientific research supporting them. But they don’t. Anecdotally yes, factually no, especially if you want to extrapolate the findings to all director groups, which the headlines do.     Why am I being critical. Because the headlines and findings in this article are based on interviews with only 11 directors. Who were chosen through a process called “purposeful sampling.” Here, the researchers asked two well regarded and experienced directors to draw from their network to put them in contact with a second layer of potential study participants from different organisations. All participants are from the same country, possibly (not stated) the same city, demographic, schools, suburbs, etc. Who knows?   In relation to the sub-heading, nothing in the research identifies how the conclusion that “non-executive directors are failing shareholders” was tested. In fact, the word shareholder appears once in the whole paper.     It is an interesting article, but only that. As directors, we (you) have a responsibility to dig deeper, ask more questions about headline grabbing statements, be they in relation to research or a business report. Directors who do not ask questions and are not inquisitive are in my view a far greater issue for boards than a director who stays too long. The latter is easily dealt with. The former is not! The Chartered Governance Institute Chartered Governance Institute New Zealand Good Governance Academy Institute of Directors (IoD) Australian Institute of Company Directors https://lnkd.in/gZu5V-PM

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Great coaching helps your team find clarity and confidence in their decisions. In my latest blog post, I compare effective coaching to using a flashlight in the dark—shedding light on the path ahead. Discover how asking the right questions can empower your direct reports to make decisions independently and build stronger neurological connections for future challenges. 🧠 Learn how to: - Determine if coaching is the right tool - Ask the right questions to build clarity and confidence - Apply the 4 C’s of coaching: Clarity, Compassion, Conviction, and Confidence Read more to enhance your coaching approach and illuminate the path for your team! - https://lnkd.in/gPw6qg7W #Leadership #Coaching #TeamDevelopment #FlashlightCoaching #Empowerment

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Significant value of an organisation is within humans. In years to come, I hope we look back at how little emphasis we placed on our workforce’s capability and shake our heads. It’s time to shift our perspective and recognise that a company’s true wealth and future lie in the capability of its workforce. Check out our recent blog - The Currency of Skills #workforcestrategy #skillsbasedworkforce #contingentworkforce

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Join us for Part 2 of our HR Masterclass series on responding to psychosocial hazards. In this session we will explore psychosocial hazards related to poor organisational change management. Poor organisational change management means changes that are poorly planned, communicated, supported or managed. It is more than an unpopular change at work. Poor change management becomes a hazard when it is severe (e.g. very poor management), prolonged (e.g. long term) or frequent (e.g. happens often). As HR Professionals we have a major role to play when it comes to change management - in managing the human side of things and guiding our business leaders to plan, implement, communicate and manage the change. 

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✅ This is one of those rare articles that warms you up, excites you, and stimulates your thinking. Don’t read it before bed, because I guarantee you won’t be able to sleep! 🤔 ✴ The recent publication by Marylène Gagné and Rebecca Hewett in "the journal of Management Studies" explores the profound impact of assumptions about human Motivation on management practices. ✴ It contrasts the traditional agency theory, which views humans as self-interested rational beings needing control to achieve organizational goals, with the self-determination theory (SDT), which argues that people thrive when given autonomy and the ability to internalize external goals. Summary: ❌ Agency Theory: Dominates current management practices by assuming humans are extrinsically motivated and require control mechanisms. ✅ Self-Determination Theory (SDT): Suggests individuals thrive with autonomy and intrinsic motivation, which can align personal and organizational goals more effectively. The article argues that despite the evidence favoring SDT, agency theory continues to dominate management education and practice, often leading to suboptimal outcomes. It highlights the need to rethink these assumptions to create management practices that align better with human nature and organizational goals. ⏭ For those looking to delve deeper into this transformative perspective, Flourish Coaching Self Determination Theory offers a comprehensive course on integrating these insights into practical management strategies. ⏭ Don't miss this opportunity to revolutionize your approach to leadership and motivation. These trainings are in Dutch in collaboration with HRD Academy! https://lnkd.in/ecmvjk6k (link in comment) #Management #Leadership #Motivation #SelfDeterminationTheory #AgencyTheory #OrganizationalBehavior #EmployeeEngagement #LeadershipDevelopment

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What if changing your definition of success leads to greater happiness in leadership? In this episode, Dr Tarryn MacCarthy shares powerful insights on how to become a happier leader by redefining what success means. Dr. McCarthy helps us explore how intentional leaders can challenge conventional success mindsets and find greater personal and professional fulfillment. Tune into our podcast on Spotify. Link in the comments 👇 Explore Dr. MacCarthy’s resources and insights. Details in the comments 👇 #deliberateleadership #onpurposeleadership #youarehowyoulead #leadwithintention #ritacincotta

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A really interesting insight into actionable Coaching. A valuable 1 minute read with a complex leadership and stakeholder challenge from a sector not often thought of in this area. Navigating Challenges: Achieving Success through Strategic Coaching In a bustling religious institution, the need to enhance the newly appointed Executive Director's performance sparked a journey of transformative leadership coaching for lasting success. #executivecoaching #boydenaustralia

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Happiness is a choice. Recently I read “The Top Five Regrets of the Dying” by Bronnie Ware. The book is full of nuggets of wisdom that she shares from her own experiences of working with terminally ill persons whilst providing them palliative care. The top five regrets, she gained insights of during her conversations with the terminally ill persons, are shared by her in this deeply profound and heart-touching book. I share a gist of those conversations with you: • “I wish I’d had the courage to live a life true to myself, not the life others expected of me,“ says Grace with sadness. • “I wish I hadn’t worked so hard.” Most of us like to work hard and there is nothing wrong with that “but there is so much more to life…balance is what is important, maintaining balance,” says John, one of the terminally ill persons. • “I wish I’d the courage to express my feelings.” “We must learn to express our feelings (honestly) now…not when it is too late,” says Jude, another terminally ill person, as expressing our feelings is a necessity for a happy life. • “I wish I’d stayed in touch with my friends.” “Don’t lose touch with the friends you value most. Those who accept you as you are, and who know you very well, are worth more than anything in the end,” says Elizabeth. • “I wish I had let myself be happier.” Lastly, to be happy or live with regrets is the choice we need to make. Let’s choose wisely…choose consciously…choose with awareness…a life of joy and happiness with no regrets. “What eventually matters is not what we own but who we are and the difference we made,” this is how Bronnie poignantly sums up her book, The Top Five Regrets… What kind of difference are you making? Would love to hear from you. #BronnieWare #TheTopFiveRegretsoftheDying #happinessisachoice #happiness #regrets #makingadifference #life #joy #choice #book #valueswithashokdua

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#ValuableChange Myth Buster #1. A commonly held perception among change practitioners is that people respond to change better if you highlight WIIFM (What's in it for me). But, for that to work you need to factor in the Value Equation. 💯The valuable change Value Equation: REWARD - PAIN = DECISION 🎁It is made up of 3 parts. 1) The Reward you receive for doing something. 2) The pain you must endure to get the reward. 3) The net result of the reward minus the pain, ultimately determining your decision to pursue the reward or not. 🙏Thanks Brendon Baker

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The failure of technology-led transformation can be psychologically comforting. Does this comfort outweigh the anxiety associated with navigating the unknown territory of success in your firm? 'Each comes with promises of cost savings, greater productivity, and improved user and customer experiences, but most culminate in budget blowouts, schedule overruns, and organizations that are exhausted by the never-ending change.'

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Good #boardgovernance is doing the #right thing for your business, your stakeholders and creates #trust by having clear rules and controls, #ethical leadership, and aligns the interests of #shareholders, directors, management, and #employees. Mark Tucker, Chair of HSBC talked with Meraki Executive Search & Consulting director Kirti Lad recently about creating a strong #team culture, with #diverse skills and experience being critical to the success of the board. Sir Donald Brydon, former Chair London Stock Exchange, talks of #INEDs needing a high degree of inquisitiveness and for the board to have a healthy tension and good governance to encourage debate. Governance requires an #effectiveboard; This requires the board to be built thoughtfully and with #independence, using an external advisor or search firm. The board needs to use appropriate compensation to attract and retain the right people. The board needs to structure its #committees to good effect, as typically over 50% of board work is carried out by the committees. So yes, audit/finance committee and governance/HR/Nominations may also need a risk committee and special purpose committees to reflect the nature of the firm (investments, digital, assets, ethics) The board needs good #engagement with #stakeholders - shareholders, employees, key external partners, management team and the community. A #transparent board is trusted, understood, and respected. Good governance isn't just ensuring you follow the laws or stock market rules, but is vital to ensuring a thriving business trusted by its employees, respected by customers and is a beacon for innovation, strategy and execution. Its a talent magnet that people want to work for. So, look around, which boards offer this? https://lnkd.in/gGJH65QM Women's Directorship Programme The Women's Foundation 30% Club Hong Kong Chapter Karen Ferguson Nikki Davies Steve Ellis David S. Lee (이승우, 李乘雨) David Bishop

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Need help to effectively measure and manage the engagement of your direct reports? Here's a quick overview of our Employee Connection Inventory (ECI) tool that measures the strength of emotional connection your individual employees have to the organisation. → Assesses factors that either contribute to detachment (Push forces) or connection (Pull forces), providing insights into current employee engagement levels and areas that need support → Helps organisations understand and enhance the emotional bonds between employees and the organisation to improve retention and performance based on Connection trend data → Supports a meaningful and targeted connection conversation between the manager and employee Watch the full video below to learn more! To find out how you measure and manage the Connection of your team or wider organisation, please send an email to selina.sork@shcbond.com #employeeengagement #highperformance #cultureofexcellence #performance #humanresources #hr

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RTO/WFH, Monitoring software and the Panopticon. This post is about the philosophical underpinnings of managing the workforce and the impact of the pandemic. The pandemic offered humankind an unprecedented opportunity to break the norms and rules that have governed the workforce for centuries in neoliberal societies. Working under the watchful eye of the supervisors, internalized rules through the company culture and the self-improvement driven positive ethos in society, workers have willingly entered and governed the modern day Panopticon. The extended lock-down broke how we worked. The resistance to RTO is (partly) borne out of the pleasure many realized through the freedom from narcissism and the true connections they forged when released from the panopticon. Unfortunately, it hampered conformity and productivity stalled. The drive towards ever-growing productivity and business and societal success will eventually lead to industry wide RTO and the implementation of monitoring software for those still WFH. Social media has trained us to give up our privacy for the privilege of being entertained. The employment requirement, benefits of a career and the rewards of competing with your colleagues will help justify overt digital monitoring for those who aren't physically in the office. HR and business leaders can build on the techniques fine-tuned by the social media products to move faster in this direction and communicate to employees accordingly.

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#ValuableChange Myth Buster #2. Focus on what we are doing will lead to change success. 🚫No! Effort to go somewhere will definitely get us there.. ▶️Truly valuable change is driven by a clear and meaningful why (why are we doing this), and proofs (the onus for how we will know we are successful is on change initiative leads). ✅️Then our actions can be continually assesses for their contribution to this change goal, and aligned. Thanks Brendon Baker.

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