About Steve Barlow

Steve is Managing Director at The Change Gym. He is a Certified Change Fitness Coach and an organisational change readiness consultant. You can contact him on [email protected]

The Hardware and Software of Change

By |2019-10-17T14:50:01+11:00October 16th, 2019|Categories: Change Fitness|

The Hardware and Software of Change

Human beings have always needed to adapt to change. The fact that we have survived so far, have managed to occupy almost every ecological niche on the planet, and have become the dominant species shows that we do adapt to change. Yet, it’s not hard to find people who hate change. So, how are we to understand this paradox?

Threat or Opportunity

To our ancient ancestors, change meant threat or opportunity. At times they faced the dangers of fire, flood, and drought. At other times there was an abundance of food and opportunities to flourish. New people brought the potential for conflict or disease, or an opportunity to mix, share ideas, trade, and learn.

We are all descendants of those people who were good at handling those threats and grasping those opportunities. Our human brains have the architecture to adapt to change: to recognise threat, to see opportunity, and to respond in ways that help us survive and flourish.

The Change Process

To a large extent, our experience of the change process reflects the hard wiring of our brains. We have the brain architecture to recognise feedback from the environment and to understand when something is wrong, and when we need to change. We have the brain architecture to evaluate the costs and benefits of changing, of rationally assessing various options, of making informed choices, of learning from experience, and of making new neural connections. People around the world can do these things because the capacity to do them is embedded in the structure of our brain, and they help us survive.

We are wired to engage in the change process and to adapt to the environment. That is our hardware, and it is partly why humans can survive in the harshest of environments. But there’s more going on than hardware.

The Software

We are familiar with the concept that computers need software to run. Software is information that tells the hardware what to do and how to perform. At its most basic level, it tells tiny electronic gates to either open or close. Without the right information, the gates cannot act in any coordinated way and cannot do useful work. The hardware is useless without the right software.

Our brains are amazing biological structures that are more powerful than any current computer. But they rely on the right information to work well. Our brains are structured to help us adapt to change, but they need the right kind of information to coordinate what they do and how they work. In the end, how well we deal with change depends largely on the software (information) we feed into our brains.

The author Carol Dweck has noted that some people have a fixed mindset and others have a growth mindset. People with a fixed mindset want things to stay the same, are generally resistant to change, and have rigid views, attitudes, and behaviours. People with a growth mindset are open to change, see it as an opportunity to learn and grow, and see many opportunities on the horizon.

But those with a growth mindset have the same brain architecture as those with a fixed mindset. The difference lies in the software – the operating beliefs and the information that drives how they respond to change. Both groups have the same brain structure and they both experience a degree of anxiety that is common around change. But they behave in different ways.

Kegan and Lahey have helped us understand that we all possess software that seeks to protect us from change. We all have thought patterns and behaviours that sometimes jump into action to protect us from change. They liken this to an immune system that jumps into action whenever it detects a threat to the way things are. The trouble is, this mental immune system can undermine us. It sometimes prevents us from using our brain architecture and causes us to protect things that could even threaten our survival.

Kegan provides a good illustration of this. He refers to some research with cardiac patients. Each of these patients was told by their doctor that they would die if they didn’t make significant lifestyle changes. They all understood the message, they all wanted to live, and everyone said they would make the necessary changes. But when they were followed up one year later, only 14% of the patients had made any of the changes.

These patients had the same brain architecture that enabled people to survive and adapt to change over thousands of years. But they were powerless to make changes that would enhance their own survival. This is how dangerous it can be to have the wrong software.

Change Fitness

So, what it the right software? Some people obviously have the right software because they have a growth mindset. They know how to minimise risk and take advantage of great opportunities on offer. But what information are they feeding into their brain architecture?

Until recently, we weren’t sure about that. Now we have a better idea. The right information is something we call ‘change fitness’. It’s helps us fit into new situations and adapt to change.

Do You Need an Update?

We like to have the latest software on our computers. It helps us work better and we are more productive. It can be frustrating using old software that reflects an out-dated way of thinking.

But many people go through life with old software in their heads. Even though it doesn’t work very well, they persist with it. They keep using the old software, yet they expect different results. Is it sensible to expect better performance if you’re feeding the wrong information into your brain?   Didn’t Einstein tell us that we can’t solve problems with the same thinking that created them in the first place? Wouldn’t a software update be a better idea?

Change fitness coaching is like having a software update. It introduces your mind and brain to the right information. You already have the hardware, but you need the right software to make it work properly.

Many individuals and organisations need a software update and the time to do it is now. Don’t accept the wrong information. Speak to me or a trained change fitness coach and seize the opportunity today.

Written by Dr Steve Barlow

Understanding the Demands of Change

By |2019-10-24T12:51:59+11:00October 15th, 2019|Categories: Change Fitness|

When the change process is difficult it is difficult for a reason. The reason is that it makes demands on us. We might look at those demands in a future article (let me know if you would be interested in such an article), but for now let’s consider two general aspects about the demands of change.

Self-Summoning or Self-Transforming?

Self-summoning change demands that you summon your resources and bring them to the table. If the change is relatively easy, you will have more than enough resources to be successful. But more difficult change might push you to the limit of your resources. You will need to ‘pull all stops out’ and summon everything you’ve got to succeed at the change.

Self-transforming change demands that you go beyond the current limits of your resources. It requires you to grow. If you want to be successful, you must allow the change to change you. It calls you to transcend the current limits of your capacity, to go out beyond your comfort and safety zone, and to become a bigger person.

Self-transforming change is generally more difficult than self-summoning change because it demands all you’ve got and then more.

This distinction is useful, but we can explore the demands further by thinking about distinctions between change projects.

Simple, Complicated, or Complex Change?

These three types of change differ in two ways. First, they differ in how clear the relationship is between cause and effect. In simple change, it is relatively easy to see how cause and effect are related to each other. An example of this would be creating online ads, like Facebook ads. You could create an ad and see how it performs in the analytics. Then, you could make a change to the ad (say, change the headline, or change an image) and then see how that affects performance of the ad.

In complicated change, it is more difficult to understand what the variables are and how they might affect outcomes. This is largely the domain of experts who possess specific and in-depth knowledge of an area. An example of this would be making changes to a financial portfolio where expert knowledge is needed to evaluate which investments are likely to provide the best yields.

In complex change, it is unclear what all the variables are and there may be no definitive way to determine how variables contribute to outcomes. An example of this would be starting a business. If the business is experiencing significant problems, you may decide to call upon the services of an expert (e.g., a business analyst), but this may not reveal any of the factors that are causing most of the problems. At the end, you still might be unclear of what is wrong or how to fix it.

As a rule, increasing complexity increases the demands of the change process. For example, improving how a Facebook ad campaign performs is relatively easy and may only require you to change some text, change an image, or make changes to your audience. For most people, this would not be too hard. But making beneficial changes to an investment portfolio is much harder and requires some expertise. Without first gaining expert knowledge, it would be easy to make a mistake and lose money. Gaining such expert knowledge would push many people to the limits of their current capacity, or even beyond it.

Changing how a business performs may be even more difficult. The main cause of poor performance may be the personal limitations of the business owners or its employees. In order to achieve better performance outcomes, the people involved may need to change how they think, how they speak, how they relate, and how they behave.


Bringing this together, we can see that self-summoning change is often easier than self-transforming change, and that increasing change complexity often corresponds with a movement towards self-transforming change.

The more demanding a change is on the person, the more change fitness is required for success. Change fitness is the wellspring of our change capacity. In other words, it is the deep inner psychological capacity to meet the demands of the change process. It impacts how we think about change, how we react to it, and how we behave around it.

A good analogy to help understand this is physical fitness. If a swimmer wants to improve their performance and compete at a more demanding level, they will need to improve their swimming stroke, improve their breathing, improve their speed, and improve their style. But none of that will happen if they don’t also improve their fitness. They need to build their heart-lung capacity, develop muscle strength, develop more endurance. And they also need to work on their mind. They need a success mindset.

It’s the same with change. If you want to make more difficult changes, you need to build your change fitness.

The good news is that change fitness can be developed. If you have struggled in the past with difficult change – or if you find change difficult – you can become better at it. Change fitness coaching significantly helps more people.

So, if you want more change fitness, or if you know people who need more change fitness, I invite you to have a chat with me or another trained change fitness coach.

Dr Steve Barlow

Are We Leading Change with the Wrong Framework?

By |2019-10-31T12:56:58+11:00September 22nd, 2019|Categories: Change Readiness, Leadership, Managing Change|

Think of the term ‘change management’. What framework is implicitly related to that term? Obviously, it’s the management framework. Accordingly, change management is one type of management. ‘Management’ is the broad framework and ‘change management’ is a subset of that framework.

But when we talk of management or change management, what we mean is a framework shaped by research. Research into management didn’t really get going until the late 1800’s. Before that time, organisations still needed to manage change (think of the Industrial Revolution), but instead of basing management on a scientific understanding of social systems, it was based on the military model. In other words, civilian organisations were very hierarchical and the military framework of ‘command and control’ was the normal way they functioned. Even the formal business suit was adapted from uniforms worn by military officers.

What we know from research

But towards the end of the 19th century, management studies began appearing in academic institutions like the Wharton School in the US. Later, in the early to mid-20th century, management gurus like Peter Drucker and Alfred Sloan were instrumental in bringing evidence-based practice to the forefront.

So, what does research say about frameworks and leading change? In the 1930s and 1940s, an early researcher into change management theory, Kurt Lewin, showed the power of a simple 3-step process – unfreeze, change, refreeze. That means something like this: change is easier to bring about if you begin by disrupting the old way of doing things, introduce a new way of doing things, and then make the new way the normal way of doing things.

How is this different from the ‘command and control’ approach of the military framework? It’s mostly different in the in terms of power. In the military framework, power is centralised in the leaders – they give the orders and the rank-and-file carry out the orders. But Lewin sees more complexity of the civilian organisational system, where power is distributed more widely throughout the system. ‘Unfreezing’ involves taking power away from practices that are normal and ‘feel right’ to employees. Or, to put it another way, it’s helping employees to release the power they have over familiar ways of working. And ‘refreezing’ is about strengthening the power of new practices, so employees become attached to them (or, to rephrase, helping employees increase the power of attachment they feel towards new ways of working).

The management framework recognises that power is distributed around the organisation. John Kotter is arguably the leading exponent of the change management framework in the world today. His 8-step process highlights that leading change is about recognising where power is distributed in the organisation and performing certain tasks that utilise that power to effect change. Consider his 8 steps:

  • Create a sense of urgency
  • Build a guiding coalition
  • Form a strategic vision and initiatives
  • Enlist a volunteer army
  • Enable action by removing barriers
  • Generate short-term wins
  • Sustain acceleration
  • Institute change

Here change leaders have power, but they are not like a military general who gives orders and expects them to be followed. They are more like facilitators who enlist the support of other power brokers, facilitate an urgency, focus, and strategy, and clear the pathway so successful outcomes can be achieved.

This management framework is the dominant framework in the world today. And it is a clear improvement on the military framework – at least in civilian organisations. But is this framework the last word in how to lead change? Is it the best we can do?

I want to suggest another framework. A more expansive framework.

I call it the ‘readiness framework’.

The readiness framework

The readiness framework is also concerned with power, but with a different kind of power. In fact, I want to draw your attention away from the concept of power and onto the concept of capacity.

Readiness for change is primarily about two things – the psychological capacity to succeed at the change process, and the will-ingness to engage in the change project. Let’s unpack that. What does ‘psychological capacity’ mean? First, it doesn’t mean technical know-how. You certainly might need some training to succeed at change – there may be skills you need to develop, or new information you must acquire. But that’s not psychological capacity. The psychological capacity that’s needed is the capacity to succeed at every step of the change process. Even when it gets unbearably frustrating. Especially when you keep failing. It’s the grit that keeps you in the saddle, but it’s much more than grit. We have a term for this psychological capacity – it’s called ‘change fitness’. To succeed at change, people need enough change fitness to meet the persistent and challenging demands of the change process.

And then we come to the ‘change process’. Every time an organisation makes a change, it participates in the change process. For every change project an organisation embarks on, success means one thing – it means successfully completing every step of the change process. There is no other way to succeed. So, change readiness is not about being ready to begin a change project; it’s about being ready to succeed at every step of the change process. If you’re not ready to do that, you’re not ready for change and you’re not likely to succeed.

It is important to highlight this point; the readiness framework relates to the readiness to succeed at the change process. We’re talking about the deep, underlying structure of change. If an organisation doesn’t have the readiness to succeed at the deep structure of change, it isn’t ready for change. There is much more to be said about this, and this article is not the place to explore this at any depth. However, understand that readiness is always readiness for something, and change readiness is readiness for each and every step of the change process.

So, effective change leadership isn’t so much about utilising power or facilitating certain tasks. It’s more about helping stakeholders develop or exercise their capacity to succeed at every step of the change process, and managing the risks posed by the limitations of their capacity. 

The third issue is ‘will-ingness’ to engage in the change process. Even if a group of employees have the change fitness capacity to succeed at a change project, they also need to engage their will and offer their support and participation. So, change leadership is also about helping employees make the choice to support the change process, recognising they also have the power to resist. Therefore, the right kind of communication is important.

Redefining power

In the military framework, power is centralised. Change happens because employees are told to change. In the management framework, power is distributed. The change leader draws upon distributed power and facilitates a strategic pathway towards success. In the readiness framework, the focus is less on power and more on capacity, commitment, and the deep structure of the change process. This is shown in Table 1.

Table 1: The Three Frameworks

Military Framework

Management Framework

Readiness Framework

Power is centralised

Power is distributed

Power is distributed



The greatest power is the power to create and capitalise on readiness for change



Successful organisational change means engaging successfully in every step of the change process. It depends upon employees’ capacity to succeed at each step of the change process, change leaders’ capacity to lead them towards success at each step of the change process, employees’ willingness to engage and remain committed to each step of the change process, and change leaders’ capacity to communicate in ways that engage that commitment.

The real power of the change leader in the readiness framework is the power to create readiness for change. Creating readiness for change means creating readiness for all employees to succeed at each step of the change process. And successful change is only likely when readiness for change is maximised.

What you can do

You might be wondering how to achieve this readiness. We provide a structured pathway to help you do this, and this pathway begins with information. Before you can work a readiness framework, you first need to understand what you’re trying to do.

We offer two, one-day online training programs to help you understand what you need to know and what you need to do. You can learn more about the first of these programs here.

In conclusion, I propose that the readiness framework offers a developmental improvement on the management framework. It recognises that power is distributed throughout the organisational system and that change leaders should facilitate certain tasks. In this way, it includes the management framework. But it also extends beyond it, recognising that organisational change is deeply rooted in the change process and people must be ready to engage in and succeed at every step of that process. And that changes what change leaders do. They should facilitate the emergence of change readiness, strategically deploy that readiness, and scaffold weaknesses presented by limitations in that readiness. We believe the readiness framework has much to offer organisations in this age of continual change.

Written by Dr Steve Barlow

How to Create Successful Change

By |2019-09-22T08:10:48+10:00September 19th, 2019|Categories: Change Readiness, Leadership, Managing Change, Programs, Resistance|

In 2010, McKinsey reported the findings of a huge study involving more than 315,000 respondents. They found that 75% of organisations were experiencing change and that 70% of change initiatives were regarded as unsuccessful.

Hundreds of other studies corroborate the 70% failure rate statistic. This statistic is often cited in the change management community as a reason to engage change management professionals as change leaders. But the problem is that the 70% statistic has remained stable for decades, even though change management principles form part of many graduate and post-graduate leadership programs. Maybe the message is not getting through to the right people. Or, in our view, there’s something wrong with the message itself.

Others totally debunk the 70% statistic. Claiming to be ‘superior’ change managers, they apparently experience success in most of the change initiatives they lead. This could, possibly, be realistic – theirs may be among the 30% of change projects that succeed. But it could also be a matter of pride: we all like to think we are successful.

But let’s not get too hung up on the 70% statistic. It is probably dependent on how things are measured and how reasonable initial expectations were. My interest in this article is not on the 70% figure, but on the perceptions of why organisational change fails or succeeds. I want to outline three reasons that are often cited.

The employees are the issue

McKinsey found that employee resistance to change was identified as the single biggest cause of change failure. If change fails, management often blames employees for having bad attitudes, for resisting change, and for disengaging from the process. Just when they should have been involved, they got negative and didn’t want to play ball.

Sometimes this is true and sometimes it isn’t. Maybe employees resisted for good reasons. But here’s the point – change leadership shouldn’t be about obedience – forcing people to do what they’re told.  It should be about developing readiness for change.

And let’s not just focus on failure. Employees are an organisation’s greatest asset and any change that succeeds does so, in large part, because of support from employees.

The leaders are the issue

Change managers may be delighted with or disappointed with the level of support they receive from senior leaders. Unfortunately, change can fail even though employees support it and skilled change managers lead it. It can fail if senior management pulls back their support for the change – they lose motivation or incentive, or simply under-resource it. Strong and continued support from senior leaders is essential for the success of any change initiative.

The change managers are the issue

Professionally trained change managers rightly take pride in the knowledge and skills they have worked hard to develop over many years. Many change projects underperform due to a lack of such leadership.

But as important as change management is, success requires more than good management. Management can only take you so far – managers can’t make the changes only the employees can make. So, there needs to be a readiness on the part of employees to support the change and engage with the process from beginning to end. And there also needs to be cultural readiness to support and sustain the change.

The landscape

Let’s look at the organisational landscape so far. It is a challenging landscape that offers many opportunities to fall short. Will the employees support the change, and do they have to capacity to succeed at every step of the change process? Will senior leaders maintain a strong commitment for the change at every step of the process? Do change managers have the knowledge and skills to deliver a successful outcome? And will the culture support and sustain the change long-term?

Look at those questions. Some relate to support and commitment – the enactment of the will to support rather than oppose change. And some relate to capacity. Even if people willingly support and engage in the change project, they also need the psychological capacity to meet the challenging demands of every step of the change process – the capacity to keep going when they are tired and confused and everything inside them wants to quit.  And they also relate to the capacity of change managers to follow an evidence-based process, to unlock the potential of the team, and to manage risks posed by the team’s limitations. This mix of will and capacity are aspects of an organisation’s change readiness. And there are other important ingredients in that mix as well.

Readiness incorporates power, capacity, and will. Organisations are not ready for change if their people are not willing to exercise their power to support change and if they don’t have the capacity to succeed at the change process. Change readiness is readiness to succeed at the change process – not just readiness to begin. Sure, that’s important too, but what’s the value of being ready to start if you’re not also ready to succeed?

The 70% failure statistic carries a serious warning – 100% of organisations surveyed started a change project, but only 30% were ready to succeed. I am reminded of the 2015 Optus study that found just 27% of Australian businesses are ready for change. Look, who wants to be one of the 70% of businesses that are ready to fail at change? Where’s the honour in that? And why would you even want that when you can do so much to become ready to succeed?

How to create successful change

Change is inherently risky because it’s easier to fail at things than to succeed. Success depends on doing a few things right but there are many roads that lead to failure. So, why should people expect to succeed when they’re not ready to succeed? That’s not being positive, that’s being unrealistic.

Here’s the point of this article – the real power of change leaders lies in their power to create change readiness. Organisations that are ready to succeed are much more successful than others that aren’t ready. That’s not rocket science; that’s common sense.

So, if you want to learn how to create change readiness in your organisation, the easiest way is to join one of our 1-day, online training programs. We specialise in personal change fitness and organisational change readiness and we can lead you into greater awareness of what’s involved. Start with our ‘From Resistance to Readiness’ training. You can learn more about it here.

There’s a lot you can do to get ready for success. And that road begins with knowledge. So, join in the training and let’s build some readiness for change.

Written by Dr Steve Barlow

Move Beyond Your Comfort Zone

By |2019-09-03T16:22:05+10:00September 3rd, 2019|Categories: Change Fitness|

Flames pushed at the cold and dark as they eagerly devoured the campfire. In a ring around the fire, I sat with a group of friends. Behind us, the blackness stretched into the unknown. But in the midst of this circle of light and warmth, we shared a place of safety.

Across the circle, the fire danced on the shadowy outline of my friends. We shared this common moment, warmed by the fire and reassured by the light.

But then, from somewhere out there, in the blackness, came a blood-curdling shriek. Eyes quickly turned and a dark fear fell on the circle. Then, out of nowhere, something large and black swooped over our heads and disappeared back into the night. Time for bed.

This story is true; it happened to me when I was young. But a similar story happens to people all the time. It has probably even happened to you too.

I want to show you a picture. Here it is.

comfort zone

This is a picture of that campfire, only this time you are at the centre. The blue circle represents your comfort zone. In our story, this is the circle of friends who faced the warmth and light of the fire, with the darkness at their backs.

This comfort zone is a place of relative ease and security. It represents all those things in your world that are familiar to you. To some extent, you know how to navigate this area. There is a degree of warmth here, and you can see where you are.

But there is another zone behind you, or perhaps in front of you. This is your zone of potential (shown here in magenta). In our story, this zone is represented by the darkness at your back.

This zone of potential is a dark and foreboding place, and it takes courage to venture out there. Many people never do venture into this zone. It is a place of fear. It is the unknown – the concealed. The unexplored. The yet-to-be-discovered.

But, in various ways, it beckons. Sometimes it reaches into your comfort zone, swooping for your attention. It calls you to face your fear and to explore. Because, in some fearful way, you belong there.

These are times when your potential makes itself known. You get a momentary glimpse of what is possible for you. It coaxes you to come and follow, to explore, and to uncover.

But this is a call into darkness, away from the warmth and light of the fire. And it’s a call that, sadly, many people never heed.

I know something about you. You have lots of potential – far more than you realise. But to claim it, you must move out of your zone of comfort and into your zone of potential. And you must stay there. Gradually, your comfort zone will expand, but then your zone of potential may expand along with it.

I’ll tell you one reason why so many people never venture into their zone of potential. It’s because their change fitness isn’t what it should be. The limit of their comfort zone represents the limit of their change fitness.

So, if you ever stare out into the darkness and wonder who might be out there, I’ll tell you. It’s you. It’s the you you have the potential to become. It’s waiting for you to come and find it. Do you have to courage to do that?

Build your change fitness and discover a bigger you.

Written by Dr Steve Barlow

A Difficult Change

By |2019-08-29T17:10:45+10:00August 28th, 2019|Categories: Change Fitness|


I want to tell you about one of the hardest things I have ever done in my life.

I created a website. 

That might not sound like much but hang in there – there’s an important message I want to get across.

First a little background. I grew up in an age when web sites were only associated with spiders.  And I have spent a long period of my life as a student. I am used to getting my head around modern languages, criminology, psychology, and philosophy.

But when I started a business, I had to hire people to make websites for me. I hadn’t learnt how to do that. So, in the end, I decided it was time to learn how to do it myself.

Now, many people know how to develop a website and now that I know how to do it, it’s relatively easy. But getting to relatively easy was a really hard road for me.

So, let me tell you how the process went; I will break it down into 3 parts.

Getting information

YouTube is my friend. I learnt how to create a website from watching YouTube videos. But be careful: it’s not plain sailing. I found that many instructional videos show older versions of the CMS that the one I was working with. In such cases, instructor may tell you to do something you can’t do anymore. This is frustrating and time-consuming, but it’s far from the worst part.

Understanding the jargon

A more challenging hurdle is learning the lingo. There is a lot of jargon used in website creation and some online instructors don’t account for dummies who are unfamiliar with the right words. It becomes very confusing and you long for some plain English. I found this to be a barrier to learning. But again, not the hardest part.

Learning to think differently

By far the hardest challenge for me was learning how to think differently. I was not a website developer and I didn’t think like one. But I had to learn how to think like a website designer and an online marketer. For me, that was the hardest part of the entire process. Not because that kind of thinking was so difficult; but because it was so different to how I was thinking.

Just like change

Change is often like that. Learning the processes may not be that difficult, but changing your thinking is that difficult.

It was difficult for me to let go of my old ways of thinking. In fact, it was agony. And I blamed lots of people for it – all those YouTube gurus who couldn’t speak plain English and those two-year-old videos. But the truth was, the problem was with me.

If the hardest part of change is learning new processes, it’s not a very challenging change. The much bigger challenge is learning how to think differently. It’s letting go of old ways of thinking and being willing to start at the beginning. In this, I was a beginner and I needed to take baby steps.

And this is where I talk about change fitness because I so wanted to give up. When change becomes painfully difficult and you feel like quitting, it’s your change fitness that will keep you going – or not.  Not if you don’t have enough.

For someone who works in the change business, it’s a good reminder of how difficult change can be. Even simple change, like creating a website. And how much harder when your job may be at stake!

Anyway, that’s my website story and I hope it helps in some way. Love to know what you think.

Written by Dr Steve Barlowa

Where does change fitness coaching fit in?

By |2019-05-23T10:37:15+10:00May 23rd, 2019|Categories: Change Fitness, Coaching, Managing Change|

We base a lot of what we do and teach on the model shown below.

You get coaching clients because they have a change project. This is the problem they want to overcome or the opportunity they want to grasp, and they want your help to get there.

But there are 4 areas you both must pay attention to.

Four key areas

The first is the change process. Your client will only succeed if they progress successfully through every step of the […]

The Challenge of Organisational Change

By |2019-05-20T10:21:06+10:00May 20th, 2019|Categories: Leadership, Managing Change|

Some years ago, a yachtsman competing in the BOC challenge pulled into Sydney harbour. He and his fellow competitors were sailing solo around the world. They were competing against each other, but also against themselves. In a real sense, the challenge of the race is facing the fear of the unknown and the limits of one’s personal capacity and endurance.

Notwithstanding the dangers, most sailors succeeded – not in winning the race, but in facing the challenge and giving all […]

How should we understand change fitness coaching?

By |2019-05-15T14:10:07+10:00May 15th, 2019|Categories: Change Fitness, Coaching|

We know there are different types of coaches: business coaches, life coaches, executive coaches, career coaches, etc.

So, what’s a change fitness coach? Is it a new type of coaching, or is it something else? This is what we consider in this article.

The real goal

Before we go any further, we must discuss something very important. As coaches, we all have our preferences and our individual pathways through life. Some of us choose to become life coaches, some business coaches, and […]

What is a change readiness assessment?

By |2019-04-09T12:53:11+10:00April 9th, 2019|Categories: Change Readiness, Managing Change, Resistance|

You might not know why you would even need a change readiness assessment if you don’t understand what it is. In this article, I want to give you a general understanding of what a change readiness assessment is.

Readiness for what?

First, it is important to understand what we are talking about. When we say readiness to change, what are we talking about? Are we talking about readiness to begin a change project? Is it like being prepared to get started?

No, […]