Richard Hawkes's blog

The Seven Principles For Team Effectiveness

leading change

Leading change is, by definition, what good leaders do. Failure rates are high. How to succeed? Growth River's Journey is a universal framework for unleashing the potential of any business, team or organization. It is founded on seven principles. It is designed to be applied a part of a regular planning cycle. It addresses both business culture and business model issues at the same time. And it can be customized to flexibly incorporate pretty much any kind of methodology or solution required.

Do You Know Your Mindset Score?

leading change

In this article we introduce an effective and enlightening scoring approach for leaders and teams to talk about leadership mindset. We also describe how to use this approach in a powerful exercise with your team.

It’s an approach we’ve used successfully to shift the mindsets of hundreds of leaders. If you lead others, this is something you should know about.

Getting A Handle On Slippery Business Culture Conversations And Making Personal Accountability The Cornerstone Value

As the legendary consultant Peter Drucker once said, “Culture eats strategy for business.” This implies that effective leaders will make their business cultures explicit. There's just one problem. The idea of a business culture can be notoriously ambiguous.

Indeed, business culture is a topic that some people may prefer stays ambiguous because this lack of clarity works for them, leaving room to renegotiate topics like: product and service quality, fair compensation, access to resources and exposure to downside risks. 

This article describes a framework and practical steps for leaders and teams to get a handle on slippery business culture conversations. Benefits of applying this approach can include: leaders being able to lead more and manage less, accelerating innovation and leadership development and upgrading strategic thinking and focus. If you desire these kinds of goals, read on.

Seven Anchors For A Compelling Case For Change

Without a clear and compelling case for change, it is easy for major change initiatives to drift, hit the cliffs and sink. This article recommends setting seven anchors. If just one of these anchors is missing you can expect danger. We are not talking theory. The need for each of these anchors comes from real world experience guiding major high-stakes change initiatives including; business model turnarounds, post merger integrations and business culture overhauls. Read this article, apply these anchors and avoid failure.

How Do You Know That Was A Successful Meeting?

successful meeting
Meetings are essential to getting things done in businesses, but how do you know a meeting was actually effective? Indeed, how do you know whether any conversation is actually effective?

This post provides a link to an article that provides a comprehensive and powerful approach to running a successful meeting for high performing teams.

If you’re serious about raising the bar in your organization, an important leverage point is knowing which kind of meeting is required for the task at hand. Moreover, having effective meetings is not just an exercise in following rules. Let’s face it: business culture is meeting culture. The speed at which complexity can be managed – the speed of innovation – is dependent...

The Art Of Leading Change -- How to push.

How do you lead change in a business so that other's follow? What is the right way to push? Pushing Change 

Let me share an experience of leading change:

I was working a with the senior team as a business coach at a real estate development company. They said they wanted to grow their company but believed it was not possible. To understand why, you need to understand how they found new investment opportunities.

The way in which they found most new investment opportunities was by having one of the partners drive to work a different route everyday. He had a great talent for seeing opportunities. However, it could take him a long time to find the right opportunities. The logic was that since...

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