Defining your legacy when your succession plan involves EO
It happens, in businesses large and small across the UK. At some point most company owners will recognise that their time, energy or enthusiasm for leading a business will run its course and, as they explore succession options, some of those will choose EO.
The 2014 Finance Act has certainly encouraged many founder/owners to see EO as an ideal option, even if the tax incentive it offers is now under HMRC review. There’s also the attraction of the advantages EO offers them, their employees and customers when it’s done well.
Yet there’s another aspect that’s important here – recognising the major part they play in their business’s success. Finding how to hand on your experience and drive in a way that’s useful can be a real challenge.
One approach is to capture your reflection in a legacy document, which can be used by you or others to shape your guiding principles, mission and values. The late Sir Ove Arup, founder of Arup, epitomised the value of creating and sharing these insights in his Key Speech.
More recently, Guy Singh-Watson of employee-owned Riverford Organics has become another good example of how to define your legacy as part of stepping away. His decision to sell his final stake to an EOT was national news in May (2023).
So if you’re a company owner juggling the ‘here and now’ with mapping your future, where do you start?
Understanding what you want to achieve
JGA’s founder and MD Jeremy Gadd
Our MD Jeremy Gadd has worked with many clients whose succession planning includes EO and says he has ‘yet to meet’ anyone who has found creating a legacy document easy.
‘As a founder/owner, there are things you need to know and things you need to understand about employee ownership,’ he explains.
‘You need to know the technical and practical steps to becoming employee-owned – the legal and financial aspects of this change. Once you know that, you need to understand what you’re trying to achieve by using an EOT for your succession model.
‘It’s helpful to clarify what’s important for you and the people you care about. What’s important for your employees, your business, your stakeholders, your customers? And what will the impact be?
‘First, you have to start with yourself and your partner/family, if you have one. It’s not selfish. If you don’t get yourself into a place that will work for you psychologically you’ll risk messing things up. Sharing your thoughts through a legacy document can be a helpful place to start – if not for you, then certainly for your successors.’
‘The purpose of your legacy document is to effectively capture what has made your business successful. If you can identify the key parts of that journey, these can be used by your successor’s successor as a point of reference once you’ve gone. By being independent, JGA can help you do this’
Jeremy Gadd, founder and MD, J Gadd Associates
Reflecting on what’s made you successful
The next step is to reflect on your journey. Not all founder/owners will be comfortable with this kind of language or activity. ‘Often they don’t stop and take time to reflect because they will have been so busy building the business,’ Jeremy agrees.
‘That’s why doing this with someone independent with no vested interest or hidden agenda can be useful. The process of creating the legacy with the support of an experienced specialist can help to create a ‘good ending’ as you prepare to let go.
‘The purpose of your legacy document is to effectively capture what has made your business successful. If you can identify the key parts of that journey, these can be used by your successor’s successor as a point of reference once you’ve gone.
‘By being independent, JGA can help you do this. The questions we ask will enable you to create a legacy document that can be used to design your guiding principles, influence your values and build tools that can evolve.
‘This sets your business up to continue to be successful without restricting its ability to adapt the way it operates in years to come.
‘Your legacy document is a point in time, your opinion and view that will never change,’ he adds. ‘It’s okay that this is your interpretation because you’re the one who’s built your business, even if you’re the second or third generation of a family business. Your legacy is how you have taken it forward to hand over to a new ownership model.’
Focusing on the future when you’re not there
So what should you be considering if you want to create a sustainable legacy through EO?
‘Although this process is about personal reflection, it’s important to depersonalise certain elements of it too,’ says Jeremy.
‘Employee ownership is a long-term view. Think about a time when you won’t be there, think about your successor’s successor. What will it be useful for them to read?
‘Doing this won’t just help to create your legacy document: the process of moving your mind from the transactional ‘here and now’ – which can be intense – to ‘future focusing’ is also very useful.’
Using the legacy process to deliver better outcomes
‘My [Henley Business School] research showed me that, whether they’re leaving the business or not, the founder/owner’s readiness and understanding was crucial to the transition’s longer-term success’
Jeremy Gadd, founder and MD, J Gadd Associates
Jeremy speaks not just from his practical experience of supporting founder/owners to prepare to ‘let go’, but from the broader knowledge he’s gained through his research into the impact of succession planning through EO.
In fact, he enjoys this part of his work so much that he wrote his Henley Business School Msc dissertation on ‘The impact on leaders when their businesses become employee-owned’.
‘My research showed me that, whether they’re leaving the business or not, the founder/owner’s readiness and understanding was crucial to the transition’s longer-term success,’ he explains. ‘I saw how the process of creating a legacy document can help to deliver better outcomes as the business becomes EO.’
Today, as a founder/owner himself, Jeremy knows first-hand the highs and lows of building a business.
‘To have the privilege of hearing other founder/owners record this and facilitate their exploration goes to the heart of why I created JGA,’ he reveals. ‘It can be challenging: I can’t give them the ‘answers’ – it’s their legacy, not mine – but I do say ‘don’t do it by committee’!
‘If there’s more than one founder/owner, create more than one legacy document. This is your thinking and knowledge at this point of time.’
What should you do next?
At JGA, we have a proven track record of enabling founder/owners to prepare themselves and their people for a successful transition to EO.
We can also support you if you’re considering EO as one of several options for your exit strategy and the future of your business. As independent change consultants, we are experienced at providing knowledge, insight and support during challenging times.
Want to know more about how our Transition, People and Governance services can support you and your organisation? Get in touch.
Meet Corrine – JGA's change expert and coaching pro
Have we ever lived through a time of such change? 2023 has brought unprecedented challenge for leaders in all business sectors – and there’s no sign of this abating yet.
Fortunately, it’s in this unsettling environment that Corrine Thomas is at her best.
As JGA’s change expert and Coaching Lead, she uses her understanding of the impact of change on individuals, teams and organisations to support all three to manage it well.
So what does she enjoy most about her work at JGA?
Three things: that it’s ‘fun, fulfilling and full of variety’, she says – explaining that her responsibilities include the development and delivery of our management and leadership development services and refreshed coaching offer, Coaching through Change.
Preparing leaders to navigate change
‘A real highlight is the opportunity I have to meet new people and support them to build their confidence and resilience as they go through big changes within their organisations,’ she says.
‘I really like seeing the passion and dedication that JGA’s clients have for their businesses and the people within them.
‘Becoming employee-owned – and unlocking the potential of this way of doing business in the years that follow – is a major change project in itself. Many are going through big transitions in the way they are structured and led.’
Putting people at the heart of what you do
Corrine is herself no stranger to the pressures change brings, having previously spent 30 years as a leader and business analyst working on large scale organisational transformations. She is acutely conscious that, while exciting, having new responsibilities to understand and opportunities to take can also be ‘very unsettling’.
Corrine (centre) enjoys time with ‘Team JGA’
‘Currently, the external environment is very challenging, which makes it even harder for businesses to keep going and grow,’ she adds.
The long-term value of preparing leaders to lead themselves and their people through change is why she believes professional coaching remains a wise investment, even when budgets are tight.
‘I enjoy supporting our clients as they grapple with these challenges because they are committed to their people, transparent with their staff and open in their communication. People are supported to develop themselves and reach their potential, even when faced with challenging business environments.
‘The businesses we work with put their people at the heart of what they do even in difficult economic times, and this has brought them success.’
Unlocking potential through education
Corrine loved meeting pupils in Nepal
Like all our Associates, Corrine’s work can take her all over the country, but a role she holds beyond JGA has recently taken her (a lot) further – to the Solukhumbu / Everest region of Nepal for the charity Classrooms in the Clouds.
As she explains: ‘CitC’s mission is to create improved educational outcomes for children in Nepal, so we work with our Nepalese partners to support education in that region. This involves building high quality earthquake-resistant classrooms, sponsoring teachers, supporting teacher training and encouraging the employment of female teachers.’
Her recent trip saw her visit many of the schools the charity supports, where she was touched by the warm welcome.
‘I met with the teacher we sponsor, saw where she worked, and met some of her pupils. I also ran some sessions to support the Educational support team in developing their leadership skills.
‘Both the pupils and staff were delighted to show our UK team what they were learning. All of them, from as young as four, learn English and they were excited to hear us speak, wanted to practice with us and taught us some Nepalese too.
‘The facilities are very basic, yet it was inspiring to see what they’re achieving. There was so much colourful schoolwork in every classroom.’
Getting through the working day
One of Corrine’s walks takes in this village pond
As workplaces go, Nepal is obviously (very!) different from Corrine’s ‘normal’ office at her home in Hampshire. So what gets her through her usual working day?
1. Getting out for a walk in the fields and woodland around where I live.
2. Listening to Scala radio. I particularly like Mark Forrest who chats about life as a sheep farmer in the Yorkshire Dales – it makes me feel like I’m out in the countryside. I love listening to the modern classical music from film scores and video games too.
3. Some relaxing yoga. I’ve been doing this for about eight years, starting with Hatha yoga while working in Guernsey. Now I regularly have Ivengar yoga lessons with a teacher and like to practice at home in my garden… when the weather’s good enough!
4. Finding things that make me smile. Right now that includes seeing my grandson emptying the kitchen cupboards in my daughter’s house – it’s just what she used to do at home when she was his age…
5. The privilege of supporting people to believe in themselves and realise their potential.
Want to know how JGA can support you through change with our transition, people and governance services?
Letting go as a leader when selling your business to an EOT
What’s your succession plan for your business? The challenging start to 2023 has brought this issue into sharper focus for many founders/owners, hastening their desire to leave completely or step aside from the top while remaining on board.
It can be an exciting time, especially if your exit strategy includes transitioning your business into employee ownership. But like any significant change it can also have a profound impact on you individually as a leader as you prepare to ‘let go’.
At JGA, we’ve listened to more than 150 founders/owners: that’s why we understand that, when it comes to selling your company to an EOT, no leader can truly know how they’ll feel until the transition is done. So how can you prepare yourself as well as your company for the shift to EO?
Securing your legacy as a founder / owner
Founders/owners generally choose employee ownership for a mix of reasons. Commercially, selling to an EOT can be the most tax-efficient option when succession planning – yet legacy and loyalty also often play a part.
Legacy, because the founder/owner wants to secure their company’s long-term sustainability and values. Loyalty, because they don’t want to ‘sell out’ their team or worry that a trade sale will see good people lose their jobs and those skills disappear frm their community forever.
The lack of a natural ‘heir’ in a family business can also influence the decision. Or selling to an EOT can be the logical next step in becoming a values-led company.
Preparing yourself for a different future
Whatever the reasons, it’s a step into the unknown that creates an impact. And like marriage, divorce or moving, this can take time to show.
At JGA, we’ve seen first-hand that how founders/owners prepare themselves psychologically to stay or go will significantly affect the success of the initial EO transaction.
For leaders, mindset matters as much as the legal and financial process. Each client has their own ‘story’ and we’ve yet to meet a founder/owner without a passion for the company they’ve built.
‘Whatever the reasons, [selling your business to an EOT] is a step into the unknown that creates an impact. And like marriage, divorce or moving, this can take time to show. At JGA, we’ve seen first-hand that how founders/owners prepare themselves psychologically to stay or go will significantly affect the success of the initial EO transaction. Mindset matters as much as the legal and financial process’
Shaping your new identity and purpose
So what’s the greatest challenge for leaders planning an EO transition? Being a founder/owner isn’t just a title: it’s an identity. Adjusting to that loss and finding who they now are and a new purpose can be a shock, but it’s also an opportunity for personal growth.
That’s why we enjoy supporting founders/owners to prepare themselves and their leaders through our insightful Coaching through Change and Change Workshops – adapting our approach and tools to engage different learning styles.
Securing knowledgeable support from a specialist adviser who understands EO can be the difference between a successful transition for you and your company and one that takes much longer to bear fruit.
Getting leaders and business ready for change
Our record of working with founders/owners at all stages means we know how to navigate them successfully through an EO transition – and support their EO company to thrive in the years ahead.
Clients describe us as ‘thoughtful’ and ‘easy to talk to’. We enable them to manage their exit and continue to engage meaningfully with their company in future – if that’s what they want.
At JGA, we’re also currently on our own path to employee ownership, bringing an even deeper understanding of its impact to our founder and MD Jeremy Gadd. Jeremy has long had an interest in this aspect of EO transition and even wrote his Henley Business School MSc dissertation on it in 2018!
No surprise then that he is honest about what he expects to be his biggest challenge: allowing those around him to pick up the reins and take us forward, while trusting himself to ‘let go’…
A version of this was first published as a guest blog on the website of one of our trusted partners, Postlethwaite Solicitors.
Want to know how we can support you and your business through our transition, people and governance services? Get in touch with us now.
Doughnut economics – the challenge and opportunity for EO
Doughnuts, hosepipe and the future of the planet… not quite the mix you’d expect to find in your usual business lecture, but then Kate Raworth isn’t quite your usual business lecturer. She’s the influential economist focused on making 21st century economics fit for the ecological and social realities of today.
She was also the inspirational speaker at the Employee Ownership Association’s annual Robert Oakeshott Lecture at Bayes Business School in London last week.
Kate’s topic? ‘Redesigning business with Doughnut Economics’ and, specifically, the opportunity for employee-owned businesses to help society meet the challenge to change.
As she explained: ‘Currently, we are a world perilously out of balance, overshooting our planetary boundaries. We need new theories, business models, government policies and ways of living to turn this around…. We need to become regenerative and distributive to thrive.’
Her challenge to the audience of EOA members and advocates was clear: ‘Employee ownership is intentionally distributive by design – can it be regenerative too?’
Redesigning business to be a force for good
Our MD Jeremy Gadd attended the event and was intrigued by what he heard from Kate and her colleague Enrich Sahan, Business and Enterprise Lead at the Doughnut Economics Action Lab.
He was also interested in Kate’s response to the questions the audience asked, including his own about the most common ‘yes but…’ she hears when discussing doughnut economics with businesses.
The answer? ‘Yes but… the market or my shareholders won’t take it,’ she revealed. ‘The beauty is we’ve shown the design can change that.’
‘It was certainly a thought-provoking afternoon,’ Jeremy says.
‘What was so appealing about Kate’s presentation on doughnut economics wasn’t the academic interest it stimulated or the ‘yes but…’ question, but how easy it is to see why employee-owned organisations are by their nature well-placed to embrace the concept and vision that was shared. They’re the ideal recipients of doughnut thinking!’
Why? ‘Because when people understand the challenge they face, the choices they can make and are given the freedom to make these choices, empowering them through the culture of employee ownership releases so much positive energy,’ Jeremy replies.
‘This energy can be such a force for good and if, like me, you believe that business can be a force for good and that true change will only come through cultural entrepreneurship, then the scary challenges we face every day become exciting opportunities to embrace.
‘That feels a little easier when you have a genuine stake in the place where you work.’
Empowering employees to make a difference
Of course, for this to happen in practice, employee ownership needs to be more than a description on a piece of paper. The ability to maximise both its commercial and social potential requires a genuine culture of shared ownership across all levels of the organisation, which takes time and energy to evolve.
‘Currently, we are a world perilously out of balance, overshooting our planetary boundaries. We need new theories, business models, government policies and ways of living to turn this around…. We need to become regenerative and distributive to thrive’
Kate Raworth, ecological economist and EOA guest speaker
In our work at JGA, Jeremy says he’s often asked: ‘How do you know when a business has really embraced employee ownership?’. This question was on his mind as he listened to Kate’s view that ‘being an EO business is a very good starting point for redesigning business’.
His own view is that it starts with clarity about the responsibility, opportunities and rewards of EO.
‘People freely share information, ideas and challenge,’ he explains. ‘The employee owners have a clear sense of purpose, understand their role in the organisation and believe they truly matter and can make a difference.
‘You know when a business has really embraced EO because you can see, hear and feel it all around you. There’s a palpable belief that anything is possible.’
Looking forward to a ‘brilliant year’
The afternoon started – and closed – with the opportunity to network with other EOA members as well as meet several of the EOA’s team who had travelled down from Hull to host the event, which was sponsored by Brabners LLP.
This included EOA Chief Executive James de le Vigne who said he was delighted that the first in-person Robert Oakeshott Lecture for three years had attracted such a strong gathering of ‘employee ownership pioneers and advocates’.
Even without the prospect of more doughnut economics, he confirmed he was ‘very excited’ for the EO sector’s future as he predicted a ‘brilliant year ahead’.
Want to know how JGA’s transition, people and governance services can support you and your EO business?
Coaching 2023: Why it's still worth it for leaders
It’s the start of a new year, usually a time for fresh beginnings, but even the most resilient businesses would probably say they’ve ‘had enough’ of change. Budgets are tight, with a squeeze on spending. So is this really the time to invest in coaching for your leadership team?
‘Yes,’ says Corrine Thomas, JGA’s change expert and Coaching Lead. Corrine knows this is exactly what people would expect her to say, but points out that change – and change programmes – will continue to impact every sector throughout 2023. This makes it even more important that leaders are equipped to manage change well.
Why? Because despite the recession there’s still a strong job market.
‘People are choosing to leave employers if they’re not treated as individuals and their input recognised,’ she explains. ‘Getting your people into a place where they feel motivated, strongly connected to your company and engaged, means they’re more likely to stay, be loyal, and make change programmes happen.’
‘Ultimately, it’s the people within a business who will determine whether a change programme succeeds or fails.’
Supporting leaders to navigate change
Corrine has built a career around supporting change at an organisational, professional and personal level.
Often her work is a blend of all three, as at JGA where she is now leading our team of experienced executive coaches as they deliver our refreshed coaching service: Coaching through Change.
She’s excited that the programme uses Engage, a powerful evidence-based digital toolkit, to assess the psychological readiness and impact of leaders facing change.
Building collaborative senior teams
Coaching is a crowded market, so how is JGA’s Coaching through Change programme different? And why is Corrine confident that it delivers good value for companies facing change right now?
The key is in three words: readiness for change.
‘In a challenging economic environment, Coaching through Change enables individuals to assess their own readiness for change and, with the support of a coach, identify practical actions to overcome any hurdles,’ she explains. ‘This allows them to feel confident, capable and emotionally committed to the change.’
Corrine also points to the programme’s positive impact on the way in which teams work together.
‘Building high levels of trust and having open and honest conversations sits at the heart of this,’ she says. ‘Coaching through Change brings the leadership team together to explore each person’s strengths and the areas they need to work on to be a high performing team.’
The programme includes facilitated workshops which guide leaders to engage in deeper conversations and constructively challenge each other to create collaborative working relationships.
‘Risks and issues that arise are discussed and addressed more rapidly than before,’ she adds.
Changing leaders’ mindsets to achieve results
This is confirmed by initial feedback from the first EO client businesses to engage JGA’s Coaching through Change support.
As one leader told Corrine: ‘We had a brutally honest conversation yesterday after our workshop. This has been needing to happen for about six months. I’m so proud of us – the session really helped us.’
Corrine reveals that participants have found it ‘invaluable’ to be able to reflect on their feelings, thoughts and ideas in their sessions.
‘Guided by our experienced executive coaches, they have enjoyed the space to explore what they want to do to change their mindset. This has increased their confidence, motivation and commitment to the challenges they face.
‘Our Engage survey has been key to starting conversations around how open to change each leader feels. It has provided an accurate reflection of their mindset and, with the support of the coaching, everyone has taken practical actions away to work on.’
At a time of recession, Coaching through Change will ensure that organisations and their leaders avoid the costly impact of poorly-managed change.
Want to know more about how JGA’s Coaching through Change service can support your organisation? Get in touch here.
Preparing for change – why the right support can help
How sustainable is the scale of change in today’s fast-paced workplace? Economic uncertainty, high attrition rates and the shift to hybrid working have all conspired to make 2022 feel particularly difficult for organisations.
Yet whether you thrive on change, are wary of it or view it with a sense of dread, change is – and always has been – the one constant in our work and lives.
It’s also the aspect of her work that most intrigues JGA’s Coaching Lead Corrine Thomas, who specialises in enabling others to overcome their natural human resistance and prepare effectively for change.
‘I love watching a team come together on a deep level, and trust each other enough to have open and honest conversations as they steer their organisation through change,’ she reveals.
‘This is when I see transformational, sustainable change happen and it’s very rewarding. A team that feels safe to talk about mistakes – and be open when they’re not sure of the answers – will benefit from the power of connection and feeling trusted to work things out.’
The power of trust
Volatile, Uncertain, Complex, Ambiguous – VUCA has long been used by management advisors to describe the nature of the modern organisation.
But Corrine prefers the newer BANI concept introduced by futurist Jamais Cascio, as she believes that ‘Brittle, Anxious, Nonlinear and Incomprehensible’ better describe the challenges of business today.
‘Brittle, because we’re susceptible to catastrophe at any time – events seem to be disconnected and disproportionate which makes change unstructured, difficult to plan and nonlinear,’ she explains. ‘Even with lots of data, it can be difficult to understand a situation and choose a way forward, but decisions often need to be made quickly.
‘This can result in fear about making the right call, leading to higher levels of anxiety for both individuals and organisations. Change can only be sustained by building resilient, capable and collaborative teams who have the skills and trust to work together.’
Preparing leaders for change
So preparing for change is key, but sometimes change happens as a bolt from the blue.
‘That’s true,’ Corrine says, ‘but whether it’s welcome or not, our first response is often to resist it because it means changing our routines and behaviours. This is when a positive mindset and being open to learning are helpful: by being willing to look for possibilities, we can successfully navigate through change.’
She highlights the success of remote and hybrid working as a live example of this approach.
‘This shift was already gradually happening before 2020 but, even in companies where it was wanted, it wasn’t easy because of the need to gain buy-in, make multiple decisions, develop plans and run projects across functions to make it happen.
‘Yet when an external factor (the pandemic) forced businesses to make the change to keep the company running, it was amazing what people could achieve in a very short space of time.’
The role of resilience
Corrine highlights the pivotal role of resilience in enabling successful change.
‘Resilience enables individuals, teams and organisations to pick themselves up after setbacks. Resilient people can recognise and manage the emotions they’re experiencing and quickly move to seeking feedback.
‘They’re open to learning from setbacks to help them move forward. They navigate the challenges change brings with a curious and flexible attitude.’
Are you ready for change?
Corrine’s own experience of leading, mentoring and coaching others through change has enhanced her knowledge and skills.
‘I've worked in a variety of change situations,’ she confirms, ‘ranging from coaching individuals through career change and mentoring apprentices as they build skills in their first job, to preparing teams to transition to new ways of working.
‘In organisations, I've supported change programmes that have involved bringing in new technology to transform areas of working – including as part of a move from being UK-based to global.’
At JGA, she’s excited to lead our refreshed Coaching through Change offer which combines insightful Preparing for Change workshops with constructive individual and team coaching. Using the Engage digital toolkit, our service measures and builds change readiness, equipping leaders to support themselves and others on the journey through change.
Next steps
Change isn’t going to stop happening – if anything its scale and pace is set to accelerate as every organisation grapples with the unpredictable nature of doing business in the post-pandemic world.
Engaging professional support to prepare leaders and teams for change is a sound investment but, in the meantime, what are Corrine’s top 5 practical tips for organisations who want to start creating a ‘change ready’ culture for themselves?
1. Be proactive and continually communicate your vision.
2. Be prepared to listen and give everyone the chance to be heard.
3. Encourage your people to be curious and ask questions.
4. Be flexible and willing to adapt to changing situations.
5. Give new ways of working time to embed within the workplace.
‘Change can only be sustained by building resilient, capable and collaborative teams who have the skills and trust to work together’
Corrine Thomas, JGA Coaching Lead
Want to know how we can support your organisation’s leaders and teams to navigate change successfully? To find out more about our new Coaching for Change service, get in touch here
JGA @ IRM UK's Business Change & Transformation Conference 2022
Most of us can probably guess why developing personal resilience will support businesses to deliver change effectively, but did you know it can also get in the way of success?
This surprise fact (and the neuroscience behind it) was just one of the insights shared by JGA’s Corrine Thomas during her session at IRM UK’s Business Change & Transformation Conference Europe in London last week.
Corrine, who is our Coaching Lead, was at the event with our MD Jeremy Gadd to offer ideas and practical tips based on her own research into resilience involving professionals working in change.
She used her interactive session to explore resistance to change and how resilience can support change readiness.
Supporting resilience to prepare for change
Starting with an overview of personal resilience, she then covered resilience at work and how personal resilience can support, or hinder, the success of a change programme. She also shared practical tips to build resilience for individuals and teams, welcoming questions and feedback form the audience at the end.
‘I was asked if everyone resists change, even people who work in fast-changing entrepreneurial environments,’ Corrine reveals.
‘I explained that we all go through an emotional reaction to change and can adapt very quickly in some contexts, but the process can take longer in others. In many business environments there’s a lot of change, yet we do take time to adapt and be ready for making changes.’
Corrine was also asked about the value of connecting with others and talking about the challenges involved in change. ‘I replied that if, as a leader, you model the behaviour you’d like to see then this will set the norm,’ she says. ‘If it’s normal for people to reach out to colleagues when faced with challenges, then people are more likely to do this.’
Challenging the ‘norm’ to deliver successful change
As well as delivering her own session, Corrine enjoyed learning from other change experts at the conference. ‘There were many high quality presentations and I left with plenty of new ideas to put into practice,’ she says.
‘We all go through an emotional reaction to change and can adapt very quickly in some contexts, but the process can take longer in others’
Corrine Thomas, JGA Coaching Lead
Her top four conference sessions were:
Be More Pirate: Alex Barker, co-author of How to be More Pirate
‘This was about being prepared to do things differently. It can be hard, but that’s how change happens. Alex talked about being willing to go into the unknown and taking small but bold steps.’
Challenging the Narrative and Enabling Effective Change: Dr Debra Paul, MD, AssistKD
‘Debbie spoke of how ‘agile’ and ‘value’ have become buzz words with little attention to what they actually mean when delivering change. She proposed a model for getting to the essence of change and delivering it effectively.’
‘Change? Plunge into it, Move with it and Join the Dance’: Jim Bird, People & Change Partner, University of Leeds
‘My takeaway here was Jim’s advice to engage people in change early, focus on communication and engagement and assess its impact on people, processes, information, technology and the organisation.’
Connected Change: Mark Williamson, Head of People Consulting, KPMG
‘Mark spoke about the importance of taking a holistic view of transformation and embedding the people aspects of change across all of it.’
Putting your people at the heart of change
Corrine strongly agreed with the need to ‘put your people at the heart of any change, creating an environment where everyone can have their say’.
As she points out: ‘Employees want to be engaged, feel they belong and be connected to your company’s purpose. Understanding how to align their personal values and purpose with your business’s purpose and mission is especially important during times of change. It’s important to appreciate others’ perspectives.’
The IRM UK conference was a major gathering of change professionals. So did anything surprise Corrine this year?
‘There was still a lot of talk about agile methodologies and tools to enable change,’ she says.
‘These frameworks support change and it was refreshing to hear people talk about the tension between slowing down and taking time to listen to the voice of employees – versus the pressure to be more agile and implement a solution quickly. I’m a big believer in the value of taking small steps towards change.
At JGA, we support values-driven organisations to prepare for and successfully navigate their own way through change, with our range of Transition and People services. To find out more