Crelos February 2011 Newsletter


February 2011


Welcome to the Crelos regular update


Confidence of UK consumers in the UK economy and their personal financial stability has suffered its biggest monthly drop in almost 20 years according to the GfK NOP Social Research report released on the 28th January 2011. This represents the greatest loss of confidence since the 1992 recession.

In this environment where individuals are bombarded with bad news of potential ‘stagflation’, VAT increases to 20% (one of the first austerity measures by the Government) and potential fuel tax increases, many are choosing to ‘batten down the hatches’. This cautious pessimism where people are unwilling to take risks or invest personal effort in doing things differently, has a direct impact on organisations that are driving change in order to survive and grow.

In the USA a recent survey concluded that ‘presenteeism’ (employees are physically present but mentally inert and unproductive) is affecting 80% of the workforce. These individuals do just enough to get by and avoid censure. Of the other 20%, approximately 10% are termed ‘rusted out’, exhausted by change and unwilling to invest further discretionary effort, 5% are ‘burned out’ from acting as advocates driving change in the face of resistance, with the remainder opposed to change of any kind.

There is no reason to assume that the UK working population in the current environment is significantly different. So what can be done in this pessimistic climate to engage and motivate people around change, where the one given is that change will happen and is accelerating at an exponential rate?

Crelos has been engaging clients on these issues, and has developed a range of ‘bleeding edge’ solutions from implementing Action Research approaches focusing on many people talking about change and designing and taking small change actions; to exploring personal attitudes, self limiting beliefs and high performance behaviours through unique sporting interventions; and finally investigating the concept of Wild Living and the need to break free from the personal and collective constraints of becoming ‘Zoo Humans’.

All these issues and more are but a click away in this latest Crelos newsletter – enjoy!

Ali Gill
CEO, Crelos Ltd

At A Glance...

Shaping our current thinking

In Practice


Did you know?


Shaping our current thinking


What does the future hold?

There’s nothing like the start of a new year for contemplating what the future might hold. The rate of change is rising, and it is something that we are all experiencing. Our experience tells us that change programmes risk coming unstuck when organisations fail to create the right environment for their people to change. If change becomes more of a constant, organisations may be required to rethink how they organise themselves and how they will manage people in the future.

Read the full article

Leon Fisher
Client Director, Crelos Ltd

The Inconvenient Truths about Human Capital

It might seem odd for an organisational development and change consultancy to be commenting on accounting practice. However, the fact that increasingly people in organisations are both the biggest asset and liability, yet, we still can’t find a place for them on the balance sheet in its present form, is somewhat of an inconvenient truth. If you are struggling to find ways to build a relationship with your CFO or to find budget for people change initiatives, we thought you might find this short and incisive article helpful.

Read the full article

Dr Michael Reddy
Director of Human Potential Accounting



In Practice


Dealing with Change Fatigue

The latest Crelos event had a rich and varied programme looking at change fatigue and what can be done to combat it through a variety of lenses; including an introduction to the idea of ‘Sport as a Vehicle for Change’ by Matt Johnson, Director of Basketball at Reading Rockets and Miriam Batten, Olympic Medallist and new approaches for ensuring that your people are in the correct mental and physical state to react to, embrace and lead change by Edward Drax, CEO of WildFitness.

Participants were encouraged to explore their own change dilemmas as well as to dive deeply in to concepts of that encourage mental, physical and spiritual well being at work. The overwhelming message was clear. To be able to deal with an environment that demands rapid adaptation and change requires that we are mentally, physically and arguably spiritually fit. Those organizations and leaders who focus on a holistic approach to change will succeed and outlive those who don’t.

Read the full article

Alison Gill’s opening speech on ‘Dealing with Change Fatigue’

Ali Gill
CEO, Crelos Ltd





Crelos hold regular events on various organisational change related topics.

Never achieve alone - a celebration of women helping women
8th March 2011, 28 Portland Place, London, W1B 1DE

Come along and learn about the biggest change challenges facing women and how women have been helped to achieve great things. In conjunction with the International Women’s Day.

Speakers include Robyn Jones OBE, Chief Executive of CH&Co; Nicola Walther, ex-banker turned entrepreneur and co-author of ‘Your Loss: How To Win Back Your Female Talent’; Ann Halpern, Former Director of Practice and Organisational Management at Norton Rose LLP and Weedie Sisson, Principal of People First.

To book your place at this free event, please email Both men and women are very welcome.


Making More of Coaching Teams - a certification in team coaching

Crelos are launching a certification in coaching teams in June 2011. This innovative programme is for experienced executive coaches and team leaders who need to develop the confidence, competence, creativity and rigour to coach teams. Interested in finding out more? Email: or call Tel: 01491 845522



Did you know?


According to the independent research specialists Prosci:

  • The number one contributor to organizational change success is active, strong and visible sponsorship throughout the project.
  • The top obstacles to successful change are employee resistance at all levels: front-line, middle managers, senior managers, and inadequate senior management sponsorship.
  • Employees want to hear messages about change from two people: the CEO and their immediate supervisor - and, the message they want to hear from each individual is very different.
  • When asked what they would do differently next time, most teams would dedicate resources to change management.


According to recent CIPD Absence Management Survey 2010 research:

  • Employers are taking steps to improve the health and wellbeing of employees. Nearly half of all employers now have an employee wellbeing strategy in place (46%), which is an increase on 33% in 2009, and 30% in 2008 (Absence Management Survey 2010).
  • Over a third (35%) of employers across all sectors have reported that stress-related absence has increased over the past year and is the main cause for persistently high levels of long-term public sector absence (Absence Management Survey 2010)