Crelos August 2010 Newsletter

Crelos Newsletter

August 2010

Welcome to the Crelos regular update

Talk of ‘changing behaviour’ has become common place. There are cries to ‘change the behaviour’ of the city bankers so that they no longer take for granted huge bonuses. There are other cries to ‘change the behaviour of the nation’ to stop binge drinking and reduce our energy consumption so that we become a healthier nation with a planet fit for the future. We also want to ‘change the behaviour’ of politicians to work as a coalition and make transparent the real costs of government. There is even talk of ‘changing the behaviour of boards and shareholders’. It is believed that by doing so, there will be more challenge in the Boardroom to help improve corporate governance and to focus less on short term gains. We even talk of the need to “change the behaviour of the market” to improve liquidity and free up commerce.

All this talk of behaviour change is reassuring; it is a sign that the pre-conscious journey of behaviour change has already begun.

Successful behavioural change happens in stages. To change behaviour, so that the change is enduring and not subject to relapse requires us to embark on a journey. This journey begins with pre-conscious awareness raising, to conscious contemplation of the pros and cons of the change, followed by careful preparation of how the change will impact on other parts of our life. It is then finally, that we are prepared and ready to make the required change.

Changing behaviour requires thought; it is as much a mental game as it is a physical one. Without thought and motivation, behaviour won't change. Equally, missing a stage or progressing too rapidly from one phase to the next is a sure sign that change is unlikely to last.

In this edition of the newsletter, we consider the behaviours required of coalition governments and we explore the behaviour of challenge in the boardroom. We have also gathered some useful references on behavioural change and how exactly to make it happen.

Ali Gill
CEO, Crelos



At A Glance...

Shaping our current thinking

In practice

Sector focus

Events

Did you know?

Shaping our current thinking

How can the government manage its change agenda for the best chance of success?

The progress of the new Conservative-Liberal Democrat government, the first coalition since the Churchill led “national government” of 1945, is being followed avidly by political commentators and the general public alike. Both Cameron and Clegg set the benchmark high in their first speeches as Prime Minister and Deputy, with bold statements of radical reform, Clegg even stating that this government will bring in to play “the most significant programme of empowerment by a British government since the Great Reforms of the 19th century”.

This type of rhetoric is all very well, but what does it mean in practice?

Read the full article

Elizabeth Ferguson
Client Director, Crelos Ltd

Women helping women... myth or reality in today’s modern professional world?

Madeleine Albright, former U.S. Secretary of State, famously said, “There’s a special place in hell for women who don’t help other women.” How many female professionals deserve a place in that hell? In our experience sadly all too many would qualify. The women's movement hoped that, as women climbed the corporate ladder, they would enhance the working environment for their sisters. What has been the reality?

Read the full article

Ann Halpern
Former Director of Practice and Organisational Management for Norton Rose LLP

Weedie Sisson
Principal of People First


In practice

Playing by the rules

In June Crelos were asked by Duke CE to partner with them to facilitate an Executive Team event for Novartis Pharmaceutical UK Ltd around ‘Creating Success’.The resulting session was an exciting, interactive event using basketball to create an environment by which participants were required to work outside of their comfort zones, confront their fears and rapidly develop new skills.

Read the full article

Sector focus

Challenge at the heart of board effectiveness

There are clear links between one’s thinking and emotions, the resulting behaviours and subsequent outcomes. Through exploration of these links we offer insight and practical guidance to Chairmen and Directors on how this can affect the Boardroom dynamic. The nature of emotion and behaviour are powerful factors which can influence both the degree of challenge and the quality of thinking in the Boardroom. Understanding these issues will be critical to the success of the new UK Corporate Governance Code and ultimately, to UK business performance.

Read the full article

Devloping your sales team

We are increasingly being asked how to take existing, successful sales forces and get them to do new things. In our experience, organisations are recognising that alongside their ‘traditional’ products and services, they also possess considerable subject matter expertise that has value in itself, and an obvious next step is to develop a ‘consulting’ offering.

Read the full article

Events

  • The Crelos approach to Executive Coaching
    September, London (venue tbc)
  • Leander Club Olympic Medallists’ Gala Dinner
    6 October, Institute of Directors, Pall Mall, London
  • What is your elephant in the room? Solving your most complex people challenges
    November, London (venue tbc)
  • For a full list of events click here

Did you know?

In a recent PricewaterhouseCoopers survey showed flexible working arrangements as the most important benefit to today’s workforce.

  • Out of 1,167 workers, 47% rated flexible working arrangements as the most important benefit.
  • Performance-related bonuses, ranked second with only 19%.
  • Flexible working was given fairly equal priority by men and women.

Experts warn that public sector managers face the biggest challenge "in living memory" to see through the Government's emergency recruitment freeze.

  • £6.2bn package of spending cuts, is likely to see at least 30,000 jobs left unfilled this financial year.
  • The cuts could put tens of thousands of jobs at risk but could save £600m.
  • Chief Secretary to the Treasury David Laws said the measures were "only the first step" towards getting Britain's economy back on track

Babson's 2010 Report on Business Uncertainty reveals that the recession is fuelling a trend for business leaders to behave more boldly and more entrepreneurially.

  • Almost half of 1,048 global executives surveyed said they are taking bolder actions now than before 2008.
  • Half complained that they are also expected to perform routine tasks that steal time from innovative pursuits.
  • Almost seven out of ten of those who agree that there is a clear link between their job and corporate strategy also report that their company is growing revenue.