Small change: no news is bad news

First published on
Sep 27, 2022
we’re out of balance
Writing Small Change Business development Culture in companies Happiness at work Values 2022

In times of change, leaders easily default to saying nothing to their people. There are many reasons for this: strategy isn’t finalised; important decisions haven’t been made; it transpires that the planned changes affect the few, not the many.

But human beings are meaning-making machines. If we don’t receive news, we make it up for ourselves. The inconvenient truth: in the absence of communication, people will always believe the worst or the weirdest thing. If you don’t talk to your people, don’t be surprised if unhelpful narratives start to take root.

Something to consider: what’s the most authentic and useful update that we can give our people right now?

Explore more

Latest thoughts

Writing Workforces Business development Difficult conversations Emotions at work Getting change done Leadership development 2024

A festive perspective

Unwrapped (sorry): the secret to a relaxing Christmas.

Dec 03, 2024
Podcast The Consultancy Business Being a consultant Communicating clearly Culture in companies Emotions at work Happiness at work Values 2024

Neurodivergence in consultancy

Work that works for all | The Consultancy Business Podcast

Dec 02, 2024
Writing Small Change Business development Creativity at work Culture in companies Getting change done 2024

Small change: go back to the start

Answers are invariably under your nose at the beginning.

Nov 26, 2024
Giving a team the inspiration and technique to scale ideas
“Brilliant, astute, knowledgeable, and witty.

Phil grasped our business challenge with incredible speed and led us to rethink how we do business.”

SARAH MASON – CMO, COSMOS
REPAIRING A BUSINESS-CRITICAL RELATIONSHIP
“I’m not sure, but Phil might be a magician.”

JULIE BISHOP – CO-CEO, IT NATURALLY
Getting change past the post in a complicated context
“Transformational for both my personal and professional growth.”

STUART WILLIAMSON — CHIEF CORPORATE AFFAIRS OFFICER, THE JOCKEY CLUB
Instilling accountability to help a great team do great things
“Real smarts, and the external perspective we needed.

We are now securing industry standards of margin.”

NEIL CRUMP – CEO, AURORA HEALTHCARE
COMPREHENSIVE STRUCTURAL CHANGE
“Incredibly responsive and empathetic to our specific challenges and ambition.

Phil inspired and challenged our leadership team to ensure that our transformation had our people at its heart.”

Darina Garland, Co-CEO, Ooni
Enabling a Board to work to its full potential
“His years of experience allow for a highly credible, disciplined and empathic approach.

Phil offers the right balance of push and encouragement.”

VIV HSU – PARTNER, JBI
rarr
larr