Leadership Styles – Is Servant Leadership the Answer?

By Bill Flint

When we look at the state of our economic climate, politics, and the decline in trust people around the world have for their leaders, it becomes obvious that there needs to be a new direction and emphasis on the right kind of leadership.

Almost every night on TV, we see the despair people feel around the world because leadership isn’t working. In countries where leaders have used the power of the “big stick and control” leadership model to try and control their people, we see individuals willing to die in the streets to bring about change.

What is the answer to this leadership crisis?

Servant leadership is about working to eliminate conflict through good communication, listening to other people’s ideas, and being civil in the way we treat those with ideas we don’t agree with, so we can reach agreement for the good of the people we lead. This leadership style could be the answer.

Leaders are forgetting that leadership is always about thepeople. That doesn’t mean people will always get what they want, but even medicine that doesn’t taste well can make you feel better. We need leaders who really care about us, who will be honest, explain what needs to be done, and tell us the pain and the sacrifices we must go through and the actions needed to make things better. We need leaders who can develop a three-year strategy, instead of throwing abandon to the wind and coming up with a new program all the time to satisfy special interests and try to give us false hope.

How will Servant Leadership be an answer to the problems?

What kind of leadership is needed to bring about the changes we desperately need?

Who are Servant Leaders in Business?

Men and women who bring their purpose, passion, and character, and when combined with their God-given skills and abilities for leadership, bring out the best in people, helping a business develop and implement a sustainable process for success.

To Develop This Type Of Business Environment Requires Several Things

Continue reading

February 4, 2013February 3, 2013 Linky

Leadership Styles – Servant Leadership

Following a recent article about Grateful Leadership, I want to look at another leadership style that will help you become a better leader.

Recently I came across an article by Darrell Andrews, who is a sport enthusiast, stating that he came across two types of leaders in sport. Some leaders enjoy the adoration that comes with success and clamor the spotlight when all is going well. They love giving interviews and communicating with the media during good times.

Unfortunately when things start to become challenging, these leaders don’t do so well. They begin to blame weakness in their organization for the failure. They start to pressure the people they are leading and make life miserable for everyone else, for in their mind, the problems in no way can be their fault. Although they love success, they are poor examples of leadership.

The second type of leader enjoys success too but they do something a little different. They give credit to the people within their organizations or businesses. This type of leader is a leader of people and they recognize that success in any organization starts with the people who work within it.

Servant Leadership

Lute Olsen, the former University of Arizona basketball coach put it this way: When the team wins, I give them the credit, when play is mediocre, we both need to improve, but when the team loses, it is my fault. What a great example of leadership!

We need more leaders like this today – leaders with an attitude of service. This leadership style is also called Servant Leadership.

Wikipedia defines it as follows:

“Servant leadership is both a leadership philosophy and a set of leadership practices. Traditional leadership generally involves the accumulation and exercise of power by one at the top. By comparison, the servant leader shares power, puts the needs of others first and helps people develop and perform as highly as possible”.

January 15, 2013April 23, 2020 Linky

Leadership Style: The Power of Grateful Leadership

This article is inspired by the book:

“Grateful Leadership using the Power of Acknowledgement” by Judith W. Umlas.

The concept of Grateful Leadership is as profound as the concept of the leadership style Servant Leadership, dating from the 1960’s, has been. This is a model that came after the success of The Power of Acknowledgement, a book by the same author.

What is a Grateful Leader?

A person who is generous with acknowledgement is the key to Grateful Leadership. It is:

What is Acknowledgement?

“Acknowledgment is a heartfelt and authentic communication that lets a person know their value to the organization and the importance of the contribution that they make.” From ‘The Power of Acknowledgment’ by Judith W. Umlas.

What are the reasons to be a Grateful Leader?

There are many reasons to be a grateful leader. Why?

Tools to help you be a Grateful Leader

October 31, 2012 Linky

Leadership Skills for Project Managers

Good leadership skills are what make a good project manager great. This article will explore the attributes that would make the project manager a great leader.

Inspire a Shared Team Vision

For a project to work, everybody needs to share the same vision for the project. Great project managers help all team members feel like they have an equal stake in a project, and empower everyone to share and experience the group’s vision. When team members share a similar vision, they are committed to deliver their best.

Integrity

Good leadership requires commitment and adherence to ethical practices. Good project managers abide by ethical standards and reward those team members who follow suit is part of the responsibility of the job.

Great Communication Skills

Project managers need to clearly communicate goals, performance and expectations; and they need to manage feedback coming at them from all directions. Being accessible, open, and direct is critical for being a good communicator. Further, having the ability to persuade team members to do certain tasks a bit differently, or work overtime when necessary, is equally as important. Overall, a project manager’s overall effectiveness is often realized by the ability to communicate effectively.

Competency in the Subject Matter of the Project

Team members need to feel like their project manager has some degree of expertise in the project’s subject matter. As such, project leaders should have the ability to lead their team with technical expertise if the project so requires it. Leaders who are seen as competent by their peers have the ability to inspire, enable and encourage.

Promote Team Building

A project manager must understand team building dynamics. He or she must go through each phase of team development – even when conflict arises – and get the team to focus on the common goal. Great project managers foster a sense of unity on the team, across personal dynamics.

Good with Task Delegation

Assigning the right tasks to the right people and trusting them to leverage the best of their abilities is a key characteristic of a great project manager.

Good Problem Solving Abilities

Great project managers solve problems by sharing the responsibility with the experts on their team. This means leveraging the knowledge of those team members and stakeholders who have the expert knowledge to assist; and setting a plan to solve tough problems by harnessing that team experience.

Stay Cool Under Pressure

In a perfect world, every project would complete on time, on budget, and on scope. Unfortunately, when the going gets tough, good project managers remain calm. Warrant Bennis stated: “Out of the uncertainty and chaos of change, leaders rise up and articulate a new image of the future that pulls the project together.” Great project managers stay cool under pressure.

I like this definition of Leadership: “leading is about establishing direction and influencing others to follow that direction”. This is a good indicator of how project managers should lead their project teams.

As a project manager you lead and facilitate the team members to work towards the same goal consistently.

About Linky van der Merwe: Linky is the Founder of Virtual Project Consulting. Her mission is to provide project management best practices and to recommend resources to aspiring and existing project managers. A certified project management professional with more than 13 years project management experience and a track record of more than 30 successful projects.

October 13, 2012 Linky

Project Management Leadership Master Class

By Kiruben Reddy

This promotional article is aimed at seasoned project and programme managers in South Africa who aspire to be more successful and outstanding in how they deliver projects. The information to be presented will also apply to CEO’s, Managing/ Project/Chief Directors, Engineering Directors, Project Leaders, Operations Executives, COO’s, HOD’s, I.T. Directors, Municipal Managers, Financial Project Managers, Team Leaders, Project Planning Managers, Business Analysts, Construction Managers.

Organisations more than ever are under pressure to operate and deliver more effectively and efficiently, place greater emphasis on stream-lining internal operations, increase focus on customer needs, on superior service delivery in relation to competitors and within shorter timeframes. This is necessary to retain their existing customer base as well as to increase their market share. With the current rate that Companies are moving at globally, coupled with the pace of change, now more than ever an organisation’s ability to execute (on time, on budget, to stakeholder expectations) is not only good for business but is a necessity.

This shift in mind-set requires organisations to have the ability to manage and effectively utilize their resources to the best of their ability to derive direct tangible value through the projects they initiate.

The Project Management Leadership Master Class will provide you with the essential insights in today’s industry and project efficiencies and touch on what’s required today to initiate, manage, monitor and drive delivery through the life cycle of a project successfully. Delivery is not only measured by the fact that it was brought to existence, but the manner in which it was executed and whether it is in line with the original expectations and business benefits of what it was intending to deliver.

Key strategies to be discussed, include:

Implementation of a project lifecycle methodology
Risk Management
How to deal with shortage of project management skills in South Africa
Achieving project results through our people

For more information, download the Project Management Leadership Master Class brochure and register for this today.

About the Author: Kiruben Reddy is the General Manager of Solutions Bridge, a 100% Black Women Empowered company and is Level 3 B-BBBEE certified. Your organization can recognize 110% of your spend for the Leadership Master Class hosted by them.

January 19, 2012February 10, 2019 Linky

The Project Manager and Emotional Intelligence

One quality a project manager needs to have to be really successful is Emotional Intelligence.

Your Emotional Intelligence can help make or break you. Emotional Intelligence or EQ is your ability to handle yourself and others. It is all about your ability to get along with others and build relationships. This also means that you can face conflict with the people around you and keep those relationships intact.

Think about it, your EQ is a conflict resolution tool! Here are 3 ways that your EQ helps you resolve conflict.

#1 EQ prevents unproductive conflict

When you are self-aware (one of the five components of EQ) you understand your moods. Who do you think is more likely to engage in unproductive conflict: A person in a good mood or a person in a bad mood? The person who is in a bad mood right? To build on that, imagine the person who walks around completely unaware of their emotions. Who knows what is going to set them off, they certainly don’t know.

Let’s take this even further, to really avoid unproductive conflict you want to recognize your moods and then exhibit self-control (another component of EQ). Yes the person in a bad mood is more likely to engage in useless conflict; but this person needs to be able to control their behaviours while in a bad mood. This is the person who gets that they are cranky and is careful with their words and actions because they know they are easily upset.

#2 EQ helps YOU navigate productive conflict

Sometimes disagreements are a good thing. When you lead your team through issue resolution, not every team member will suggest the same solution. From that productive conflict the best and most creative solution can be designed. Only if YOU and your team can draw upon your self-awareness, self-control, motivation, empathy and social skills (all components of EQ) to work together.

As you work through the conflict you are drawing upon your awareness of your feelings during the conflict and your self-control to behave professionally. You are motivated to work things out and care about seeing the issue through until the best solution is found. You don’t care if the solution selected is your solution, you care that it is the right solution. You employ active listening (part of empathy) to guide the team through the discussion and you draw upon your social skills to seek participation from all appropriate parties.

#3 EQ helps you repair relationships

Even with your best intentions and best behaviour, not all conflict is productive conflict. Sometimes feelings get hurt. Now what are you going to do about it?

You are going to use all of your EQ skills to repair those relationships. This might involve listening to the wounded parties as they share with you why they are upset and what you can do to help. If could mean that you invite them to lunch or for coffee to show that you have no hard feelings. Whatever approach you take, the fact is that if you were not emotionally intelligent it would not even occur to you that you should work to repair the relationship. If you ignore a damaged relationship, you are inviting additional and unnecessary conflict.

Want to know more about improving your EQ?

Other recommended resources:

Emotional Intelligence as a Project Management and Life Skill

Key Project Management Skills Needed for the Future?

Innovation through Projects

January 16, 2012April 22, 2015 Linky

Leadership and Your Communication Style

To be a successful project manager, it is important to develop your Leadership skills. You need to regocnize the behaviours that define you as a leader. One such leadership skill is to know and develop your communication style.

It means you have a natural style of communicating. This is the way that is the most comfortable for you to communicate, it includes whether you prefer written (email or other) or verbal (on the phone vs. in-person) communication and whether or not you are careful and deliberate in your communications or more comfortable thinking out loud.

This includes how you like to send communication and how you like to receive it. You might prefer to walk down the hall to see someone when you have something to say, but you might want people to email you things when they have things to say so that you have them in writing or so that you can refer back to them later or add them to your calendar.

You also have an adapted style of communication, this means how we communicate when we are upset or under pressure or during a conflict.

It is important to understand your natural approach/style and your adapted approach.

Then you can begin to understand the styles of others and how/when your styles work with others or not.

There is a lot to consider. And the most important question; is your communication style working for you?

Overall how do you know?

Well, to explore these questions; I invite you to attend a FREE Webinar entitled:

‘Mitigate Yourself! What to Do When the Risk is You’.

Margaret Meloni of Meloni Coaching Solutions will be hosting this live Webinar on 24 January 2012 from 12:00-13:00 PST.

Margaret delivers soft-skill, personal development products and coaching for Project Managers worldwide. Her coaching products help make successful Project Manager regardless of their industry. Learn more about her: margaretmeloni.com

Please Register, even if you cannot make it, you receive a free recording and can earn a Professional Development Unit (PDU).

In this Webinar you will learn:

You have a natural and adapted style of communications (meaning; how you communicate normally and when you are upset or under pressure).
Why it’s important to understand both.
How you can begin to recognize and understand the styles of others and understand when your style works and when it does not.

Be there to learn more about your communication styles and how they affect your success in the workplace and the success of your team.

Register today as seating is limited and when you do register please be sure to tell Margaret I sent you by filling in the ‘Who Referred You’ information.

October 31, 2011December 22, 2021 Linky

Leadership and the Project Manager – What Leadership Role to Adopt?

Source: The Project Manager, Author Louise Worsley

This article is about the important aspect of leadership and what type of leadership role the project manager should adopt.

In projects, the leadership role of the project manager must be focused on ‘action’ leadership while the sponsor must take the ‘visionary’ and political leadership positions for the project to have any chance of success. This will be explained by looking at the Pentagon model of project leadership.

Pentagon model of project leadership

The pentagon model of project leadership suggests five distinct leadership roles. These do not operate in isolation, but are necessary elements contributing to the leadership of change. Individuals may take on several of these leadership roles, or more than one person may contribute to one area. However, an absence or failure of leadership in any one of these key areas will put at risk the entire project or programme.

Ethics and the personal responsibilities of the project manager

The professional bodies in project management all have a code of ethics for project managers. The PMI’s code of ethics is summed up as:

As practitioners of project management, we are committed to doing what is right and honorable. We set high standards for ourselves and we aspire to meet these standards in all aspects of our lives—at work, at home, and in service to our profession.

The Association for Project Management identify that project managers have personal responsibilities that go “beyond those immediately implied by their contract with employers or clients”. This is expanded upon further and two statements are particularly relevant to this discussion. The project manager should:

act in the best interests of their employer and clients in all business and professional matters, having regard to wider public interest concerns and those of any employer or colleague;

declare and appropriately manage all matters which are, or could be construed as, a conflict of interests.

On complex projects, project managers are inevitably faced with conflicts of interest. The most important personal attributes for successful project managers relate to having the integrity (and in some cases bravery) to expose these concerns, and the tenacity to engage as vigorously as required with all stakeholders to seek out the best possible solutions. Managing conflict, in the sense of identifying and finding negotiated solutions to often complex competing stakeholder agendas, is part of the day-job for project managers involved in politically sensitive projects.

Louise Worsley is Director of PiCubed and lectures on the UCT executive development programme. You may contact her at: info@pi3.co.za

Please share your thoughts about Leadership and Project Managers in the comments section below.

November 10, 2010 Linky

10 Ways to Build an Exceptional Brand as a Project Manager

Recently I came across an interesting article by Karin Deacon, Managing Director of PMideas. She talks about professional Project Managers creating their own exceptional personal brand.

E-X-C-E-P-T-I-O-N-A-L Branding

When the word exceptional is viewed as an acronym, it contains several clues about how to set oneself apart.

1. Education and Experience make you ‘Xcel’

Project managers can excel through education and experience. According to Deacon, education develops “figure-it-out” resourcefulness and experience reduces risk, as project managers can apply the lessons they’ve already learned. Therefore, project managers should never stop acquiring new knowledge and skills in their quest for an exceptional brand.

2. Excellent Communicator

Communication has been identified as possibly the most important reason behind a project’s success or failure. Project manager should always be aware of the conversational styles of other parties, cultural issues, relationships, personalities as well as the overall context of the situation.

3. Being Ethical

The question of ethics is really all based on who you are when no one is looking. Some questions to ask are: “Am I treating others with respect?”; Am I being honest with myself and others?”

4. Being Passionate

Great leaders do only demonstrate passion, but they also connect their passion to their purpose with the end result always being greater performance. This is the role that passion plays in building an exceptional brand.

5. Team-builder

Project managers who are team builders, create teams that are motivated by the right things, challenged, have the ability to gain mastery over their set tasks and who are self-directed. You know you have built a great team when you see synergy from team members working together to achieve greater results as a team than they would have individually.

6. Influence and Power

Influencing is a strategy focused on the sharing of power and reliance on interpersonal skills to influence other to co-operate together to achieve certain goals. Exceptional brands influence their teams by leading by example, clarifying how decisions will be made while using flexible interpersonal styles that adjust to suit the audience.

7. Organiser

A project manager must be organised with the ability to handle multiple tasks with the appropriate focus. There needs to be a balance between being people- and task orientated when organising your time and attention.

8. Effective Networker

Building effective networks is also an important part of the job. A true networker stays connected, in tune and in touch at all times.

9. Awareness

Applying cultural, political and environmental awareness are also key to success. The skilful use of politics and power helps project managers to be effective.

10. Leadership

Project leadership is all about focusing the efforts of groups/teams towards a common goal and enabling them to work as a team. It also translates into the ability to get things done through others and builds respect and trust. Emphasis is always placed on communicating the vision, as well as motivating and inspiring the team to achieve high performance.

Journey from Mediocre to Exceptional

The journey from being mediocre (just another project manager) to being exceptional is purely a matter of choice and discipline. Start with the personal brand you wish to live and breath. Lastly, remember that the exceptional brand is a journey and not a destination.

Please subscribe to the RSS feed of Virtual Project Consulting not to miss future posts.

March 24, 2010September 27, 2013 Linky

7 Key Leadership Actions for Project Managers

Fulfilling the role of project manager for any length of time will call upon your leadership skills. Especially in today’s complex world, the project management function is no longer a controlling function, but rather a function of leadership and facilitation.

Project Leadership Skills

It has been said that the true measure as to whether someone is a leader is whether they have followers. Building a following as a leader is a vital component in your success and getting the results that you want. For a project manager your leadership reach is usually the project/program teams that you work with. This means that you don’t have the luxury of earning respect as a leader over time, but you need to establish your credibility as a leader up front at the beginning of project.

So what are the 7 KEY leadership actions you can take to establish credibility as a leader?

Action 1: Demonstrate Competence

As the leader, people need to have confidence that you are a competent project manager. Being competent is not about being the expert in every area but having enough skill and experience to make effective decisions.

Action 2: Show Your Commitment

Project managers move between different organisational departments, different functional teams and sometimes they move between different companies (like contractors). While working with a particular organisation and functional team, it is of vital importance to demonstrate you commitment by working hard on a day to day basis. This will also set an example of the commitment you expect from your project team members.

Action 3: Be Consistent and Only Promise What You Can Deliver

Consistency is by far one of the key actions to establish yourself as a respected leader to be trusted. Consistent leadership requires you to be consistent with how you treat all people. Closely related to this is to only promise what you can deliver (agreed scope) and then to deliver as per requirements (satisfied stakeholders).

Action 4: Be an Active Listener

Most leaders are excellent at getting their points across verbally and in writing. Exceptional leaders are also exceptional listeners. Leadership requires you to pay attention to active listening.

Action 5: Prepare For Meetings and Presentations

You might have heard the statement, “Failing to plan is planning to fail”. Running a meeting or making the presentation is the easy bit. The key action is to always be prepared and have specific objectives or an agenda for every meeting.

Action 6: Take Responsibility

You get the rewards of being a leader and at the same time it comes with responsibility. When issues arise (as they always do), make a point of taking responsibility. You are ultimately accountable for the success of the project.

Action 7: Act with Integrity

A golden rule for all project managers in leadership positions is to make sure your behaviours or actions will be authentic and based on integrity.

Leadership is key

Leadership competence is not an optional project management skill, but a key part of being a successful, professional and efficient project manager. Make these 7 leadership actions part of your regular project manager make-up. Credibility will come naturally as a result of applying these actions in your day-to-day management of projects. Your leadership skills will continue to grow stronger with experience; remember to enjoy the ride….

For future project management articles, please subscribe here, as well as to the blog (to the right).

About the author: Linky van der Merwe is a Microsoft Project Management Consultant and an IT Project Manager with more than 11 years Project Management experience.

She consults with business owners and service professionals about project management and project processes, best practices and successful delivery through projects. She is most experienced in corporate infrastructure projects (upgrades, migration, deployment etc) and process optimisation. She can be reached at linky@virtualprojectconsulting.com

March 7, 2010 Linky

Find Your Passion and Purpose in Life

Passion from vision

Good leaders have passion. Passion is derived from a leader’s vision and the passion will power and sustain you on your vision quest. True or not?

As human beings we all look for meaning in our life. We conjure up dynamic visions for our life and hope that the vision will stir up our passion, adding meaning and purpose to our existence. In fact, vision has been described as “a picture of the future that produces passion in you”.

However, if this is how you hope to identify or stir up your passion, then your passion will eventually die out. You see, when passion is created from the outside-in, it can cause a momentary flash of emotion, but it won’t be enough to move you very far or for very long. As soon as things get tough along your journey, you’ll slow down, back up or walk away and look for something else. The embers of passion stirred by your vision won’t draw out the tenacity, mental toughness and resiliency you need to bring your vision to fruition.

Vision comes from passion

This is why a leader can’t cast a vision and count on it to create the passion necessary to be successful. Rather, your vision must be birthed from your passion! Did you get that? In order to be effective, vision must come from your passion rather than hoping your passion will come from a vision. This fact begs the obvious question: where does one discover this inner passion that so many people never find or tap into?

Find your inner passion

Where does inner passion come from? It comes from where all true passion comes from; it comes from anguish. Leaders like Martin Luther King Jr., Mother Teresa, Nelson Mandela and Nehemiah of the Bible all had bold visions that were birthed from their passion. And their passion was rooted in their anguish.

Anguish is defined as an agonizing mental pain or torment brought about by conditions in or around you. What torments you? What keeps you awake at night? What moves you? What burns inside of you? What thoughts, purposes or dreams consume you? What do you agonize over? What brings you before God in tears? That’s where you’ll find your passion and that passion will birth your vision.

Leaders don’t miss the following fact: it’s not enough to be concerned. You must anguish! Concern creates interest, whereas anguish creates movement, resolve and makes you unstoppable. Stop ignoring your pain and start celebrating your torment and you’ll zero in on the passion that can become a channel to your vision, your purpose, and eventually, your legacy.

Inspiration for this article was found from Dave Anderson, President of Learn to Lead and Author of How to Run Your Business by THE BOOK. Find his blog at www.learntolead.com

If you want to read more about my PASSION, I am sharing it in About Project Management Passion.

February 7, 2010October 11, 2017 Linky

Acquired Needs Theory of Motivation – Leaders that are good Change Agents

What Is Acquired Needs Theory of Motivation?

By Stephen Warrilow

Today Stephen provides us with an interesting perspective on how aquired needs theory of motivation shows which leaders make good change agents in a change management initiative.

Acquired Needs Theory describes three types of motivational needs: Achievement, Authority and Affiliation.

These were first identified and described and by David McClelland in “The Achieving Society” [1961]. David McClelland was a pioneer in the field of workplace motivational thinking, and was a proponent of competency-based assessments in favour of IQ and personality based tests.

In summary, the acquired needs theory states that needs are formulated over time by our experiences. We will tend to have one of these needs that affects us more powerfully than others and thus affects our behaviours, and they fall into three general categories of needs:

(1) Achievement

Achievers seek to excel and appreciate frequent recognition of how well they are doing. They will avoid low risk activities that have no chance of gain. They also will avoid high risks where there is a significant chance of failure.

(2) Affiliation

Affiliation seekers look for harmonious relationships with other people. They will thus tend to conform and shy away from standing out. The seek approval rather than recognition.

(3) Power

Power seekers want power either to control other people (for their own goals) or to achieve higher goals (for the greater good). They seek neither recognition nor approval from others -only agreement and compliance.

Acquired needs theory focuses on those with an achievement motivation, and David Mclelland stated as a result of his experiments and research that:

(1) Most people do not possess a strong achievement-based motivation

(2) Those people who do, display a consistent behaviour in setting goals.

Acquired needs theory indicates the following characteristics and attitudes of achievement-motivated people:

Achievement of objectives matters more than material or financial reward
Greater personal satisfaction is felt by achieving the goal than from receiving praise or recognition
Money is regarded as a measure of success, but not the end in itself
Neither status nor security are prime motivations
Accurate quantitative feedback is essential, because it enables measurement of success
Achievement-motivated people constantly looking for ways of doing things better
Achievement-motivated people will gravitate towards jobs and responsibilities that challenge them and satisfy their needs – for example sales and business leadership and management
Achievement-motivated people have the capacity to set high personal goals that they believe to be attainable

Applying Acquired Needs Theory to Change Management

Acquired needs theory indicates that people with a strong need for achievement, make the best leaders – provided they develop the people skills necessary to get the best results from their people.

So find the people who are achievement oriented and who have the necessary people skills and encourage them into a small team to help lead and manage your change initiative.

Not to miss any of these Change Management and how it relates to Project Management articles, please subscribe to Virtual Project Consulting’s RSS feed.

If you want to work with Stephen Warrilow, take advantage of his 7 FREE “How to Do It” downloads that will take you through all of the key stages of “How to manage change” – and show you how to manage change successfully.

About the author:

Stephen Warrilow, based in Bristol, England, works with companies across the UK providing specialist support to directors delivery significant change initiatives. Stephen has 25 years cross sector experience with 100+ companies in mid range corporate, larger SME and corporate environments.