Organisations who courageously confront the challenges of the 21st century will survive, thrive, flow and flourish by developing an organisational culture that interprets and applies failure as a manifestation of exploration and learning, rather than trying to avoid or out-think it!

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Leader development includes getting to know self, confronting the shadow side, and facing ourselves. This is no small task but neuroscience shows that what has been hardwired can be rewired.

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The business case for creating a trustworthy culture continues to be made, yet, it is rarely acknowledged let alone implemented. It not only requires leadership acknowledgement but also the acceptance and application of the essential principles upon which a foundation of trust can be built.

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If you put age and religion aside, a person’s ability to deal with uncertainty depends not so much on the external circumstances, but on what they make of the circumstances in their thinking. Our thoughts create our experience of life.

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Getting culture defined correctly matters, because a lot of time and resources are poured into things that are falsely labeled culture – and when the real issues aren’t being addressed, there won’t be real results.

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When change fails, it’s usually because the status quo culture was too large of a barrier. Status quo is a powerful force that always opposes change. Status quo is another way of understanding culture. The underlying beliefs and behaviors of an organization resist change without intentional focus on culture as part of the change approach.

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