Organisational leaders often focus heavily on restructures and technology-based changes to drive results. Most failures to achieve desired benefits are attributed to poor change management or resistance on the part of others in the organisation.

These leadership teams usually overlook the importance of all the other things that are going on and that are impacting their plans to change the System; they overlook the impacts of their own, and others’ Mindsets, Behaviours, and Cultures.

Paying attention to, and doing something about these other dimensions is the critical missing piece of most organisational transformations:

Mindset:

• What are the levels of thinking and emotional intelligences being brought to bear on the business – are people in over their heads?
• Do we have the right capability?
• Are their blocks in me or others that are getting in the way of having the right conversations?

Behaviour:

• What interpersonal and professional behaviours are being displayed and either encouraged or discouraged?
• Are we working constructively and creatively with each other?
• Are we seeking to dominate, being critical, appeasing others or avoiding conflict?

Culture:

• Are we collaborating effectively and getting better quality decisions?
• Are we creating the stories and symbols that will inspire discretionary effort
• Have se set up interpersonal ways of working that foster connection, trust and enable truthful and tough conversations?