• How People Really Get On at Work

    How People Really Get On at Work

    As many people return to work at the beginning of a new year, questions about careers, culture and leadership tend to resurface with renewed intensity.

    Behind the scenes, The Change Agenda has been working on a project that speaks directly to those questions. How People Really Get On at Work has now been published.

    This book was not written to advance a grand theory of leadership, nor to suggest that work would be better if people simply tried harder. It is not a “how-to” manual, a checklist or a collection of leadership tips. There is no promise of quick fixes.

    Instead, the book grew out of years of mentoring conversations – from the privilege of having excellent mentors, and the responsibility of being one. Over time, a familiar set of questions and dilemmas surfaced again and again. Different people, different organisations, different sectors – but strikingly similar concerns.

    Rarely were those concerns about the big, headline decisions. Questions like Should I take the promotion? Should I relocate? Should I do another degree? often have a way of resolving themselves. What proved far more challenging were the smaller, everyday moments: interactions, behaviours, assumptions and responses that quietly accumulate — and, over time, shape working lives.

    Many people still assume that careers progress primarily on merit. That intelligence, expertise and hard work will inevitably be recognised. That if you perform well enough, for long enough, the system will respond accordingly.

    Sometimes that happens. Often, it does not.

    Across organisations, industries and sectors, patterns emerge that feel confusing or unfair. Highly capable people stall. Others — no more talented, and sometimes less so — progress steadily. The difference is rarely technical skill or raw intelligence. More often, it comes down to behaviour: how people show up, how they are perceived, how they navigate complexity, power and relationships at work.

    This book is about that difference.

    It explores the subtle dynamics that influence who progresses, who struggles, and why — not to judge, but to make visible the often unspoken rules of working life. Because when behaviour is understood, it can be reflected on, shaped and changed.

    And that is where meaningful change begins.

    How People Really Get On at Work is available in ebook format at all leading booksellers, including Amazon Kindle, Apple Books and many other etailers.

    Fiona

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  • Culture change doesn’t start with values, it starts with behaviour

    Culture change doesn’t start with values, it starts with behaviour

    Every organisation has values. They’re often printed on office walls, embedded in onboarding packs, and featured prominently on websites. They sound aspirational: Integrity. Innovation. Collaboration.

    And yet, many companies with beautiful value statements struggle with toxic cultures, inconsistent performance, or resistance to change. Why? Because values alone don’t change culture. Behaviour does.

    The gap between words and actions.

    Culture is not what an organisation says it believes — it’s what it does consistently. You can declare “We value transparency” all day long, but if leaders withhold information or avoid difficult conversations, the real culture is secrecy.

    The truth is simple, but often uncomfortable: your culture is defined by the worst behaviour you tolerate. And while values may guide intent, only behaviour shapes reality.

    This is why culture transformation efforts that begin with re-writing the values statement often fail. They create a veneer of change without shifting the everyday habits, interactions, and decisions that make up the lived experience of employees.

    Why behaviour comes first.

    Values are abstract. They live in the realm of ideas. Behaviour is concrete: it’s observable, measurable, and repeatable.

    When you focus on behaviour first, you:

    1. Make the intangible tangible. Instead of “Be collaborative,” you define specific actions: Seek input before finalising decisions. Share credit for wins.
    2. Create accountability. Behaviours can be tracked and discussed in performance reviews, team meetings, and coaching conversations.
    3. Set clear expectations. Employees know exactly what “living the values” looks like in practice.

    Without a behavioural foundation, values risk becoming slogans: admired but ignored.

    The behaviour-to-values cycle.

    Ironically, behaviour-first change often strengthens values over time. Here’s how it works:

    1. Identify key behavioural shifts. For example, if you want a more innovative culture, you might focus on behaviours like testing ideas quickly and celebrating lessons from failures.
    2. Embed and reward those behaviours. Leaders model them visibly, teams incorporate them into workflows, and recognition systems reward them.
    3. Reinforce alignment with values. As those behaviours become habits, they naturally embody and reinforce the stated values—making them authentic rather than aspirational.

    This process flips the usual approach. Instead of saying, “These are our values — now act accordingly”, you say, “These are the behaviours we expect — over time, they will define our values.”

    The role of leaders in modelling behaviour.

    Culture cascades from the top. Employees watch leaders closely for cues about “how things are done here.” If leaders’ behaviours contradict stated values, it erodes trust and signals that the values are optional.

    For example:

    • If a leader says, “We value work-life balance” but regularly sends emails at midnight and expects instant responses, the behaviour sends the opposite message.
    • If a leader claims, “We value diversity” but doesn’t challenge homogenous recruitment shortlists, the stated value rings hollow.

    Leaders who want culture change must start with self-awareness. They must ask: Am I modelling the behaviours I expect from others?

    Embedding behavioural change in the organisation.

    To make behaviour-based culture change stick, organisations should:

    1. Define the “critical few” behaviours. Don’t try to overhaul everything at once. Identify 3–5 behaviours that will have the biggest impact.
    2. Make them visible. Integrate these behaviours into onboarding, team rituals, meeting agendas, and recognition programs.
    3. Measure them. Use pulse surveys, peer feedback, or performance metrics to track behavioural adoption.
    4. Reinforce through systems. Align hiring, promotion, and rewards with the desired behaviours.
    5. Address misalignment quickly. Hold people accountable for not exhibiting agreed behaviours — especially at the leadership level.

    A real-world example.

    A global financial services firm wanted to move from a risk-averse culture to one that embraced innovation. Instead of starting with a new set of values, they began by defining two key behaviours:

    • Test and learn: run small, low-cost experiments before big rollouts.
    • Share early: present work-in-progress to colleagues for input.

    Leaders modelled these behaviours in town halls and project reviews. Teams were given tools for rapid prototyping and encouraged to share “lessons learned” openly. Within 18 months, employee surveys showed a marked increase in perceptions of openness and experimentation. The innovation value became a lived reality — because behaviour led the way.

    Why this matters now.

    In a rapidly changing world, organisations can’t afford values that live only on paper. They need cultures that adapt in real time — and that means aligning daily behaviours with strategic goals.

    Starting with behaviour is also more inclusive. Employees from different backgrounds and cultures may interpret values differently, but specific behaviours create a shared understanding of “how we work together here.”

    Final Thoughts.

    Culture change is a contact sport. It’s not about writing more inspiring words — it’s about changing the actions people take every day.

    So, if you want to shift your culture, don’t start by asking, “What values should we adopt?”
    Start by asking, “What behaviours do we need to see, hear, and feel in this organisation for those values to be real?”

    Because at the end of the day, values are what we believe. Behaviour is what we build.

    Fiona

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  • From planning to practice: Making strategy stick

    From planning to practice: Making strategy stick

    Strategy is exhilarating in the boardroom. It’s the space where ambition is framed, futures are imagined, and growth is mapped. But strategy’s true test doesn’t happen in the planning session. It happens in the weeks, months – and oftentimes years – afterward, when people are trying to bring those bold plans to life.

    And far too often, they fail.

    Not because the strategy was flawed, but because it didn’t stick. It got lost in translation. Watered down in execution. Forgotten in the face of day-to-day demands. As a result, teams are left unsure, misaligned, or quietly disengaged. Leaders wonder why progress stalls. And the disconnect between planning and practice grows wider.

    The gap between strategy design and delivery is one of the most persistent and underestimated challenges facing organisations today. Making strategy stick means turning high-level ambition into day-to-day momentum. It means embedding direction into decisions, language, behaviour and culture.

    Here’s how.

    Strategy doesn’t stick without clarity.

    Clarity is the cornerstone of strategic execution. If people don’t understand what the strategy is – or worse, what it actually means for them (WIIFM, anyone?) – it simply won’t land.

    Too many strategies remain abstract. Full of vision, but vague on direction. Full of intent, but short on impact. People walk out of presentations nodding politely but asking, “So what does that mean for my team?” or “What exactly should I be doing differently on Monday?”.

    To close that gap, clarity needs to be relentlessly pursued and repeatedly communicated. That means:

    • Translating strategy into language people actually use.
    • Breaking down high-level goals into meaningful priorities by team or function.
    • Sharing examples of what success looks like—and what it doesn’t.

    The litmus test? Ask ten people across your organisation to describe the strategy. If you get ten different answers, it’s time to revisit how it’s being communicated.

    Strategy doesn’t stick without ownership.

    Strategy can’t be something that’s done to people. It must be owned, shaped and carried by them.

    When strategy is confined to senior leadership or external consultants, it risks becoming a spectator sport: watched, but not played. People nod in meetings, but there’s little energy behind implementation. The strategy sits on a shelf, not in the bloodstream of the business.

    True ownership happens when people can see themselves in the strategy. When they’re involved in shaping how it lands. When leaders create space for teams to localise, interpret, and embed it into their own work.

    That might look like:

    • Co-design sessions to explore how strategic priorities show up in different roles.
    • Encouraging feedback loops on what’s working – and what’s not.
    • Aligning performance goals and KPIs with strategic intent.

    Ownership turns strategy from a top-down document into a shared direction of travel.

    Strategy doesn’t stick without leadership alignment.

    Leaders set the tone. If they’re not aligned, the organisation won’t be either.

    It’s not enough for the executive team to agree on the plan. They must also model the behaviour, language and decisions that bring it to life – consistently and visibly. Mixed signals at the top confuse people on the ground. Priorities blur. Progress stalls.

    Alignment doesn’t mean uniformity. It means coherence. Leaders don’t have to speak in the same words, but they do need to play the same tune.

    Ask:

    • Are our leaders reinforcing the strategy in how they lead meetings, allocate resources, and reward success?
    • Do our systems and structures support what we say we’re prioritising?
    • Are we calling out legacy behaviours that quietly undermine our intent?

    Strategy doesn’t stick without rhythm.

    Strategy isn’t a one-off event. It’s a living process. And it needs rhythm to stay alive.

    Too often, organisations treat strategy as something that’s revisited annually, then shelved. But in today’s volatile environment, strategy needs to be part of the weekly pulse: woven into check-ins, team standups, quarterly reviews, and even informal conversations. And especially Board meetings.

    A strong rhythm includes:

    • Regular reviews that focus on learning, not just performance.
    • Agile updates that allow teams to respond to change without losing direction.
    • Rituals and language that keep strategic intent front of mind.

    When strategy becomes part of the everyday conversation, it has a chance to embed.

    Strategy doesn’t stick without storytelling.

    Facts inform. Stories inspire.

    People connect to strategy when they understand the “why” behind it, not just the “what”. They need to feel the purpose, not just the plan. Leaders who can bring strategy to life with storytelling – real examples, human moments, and shared wins – help shift it from concept to conviction.

    This is especially important during change. When people feel uncertain or fatigued, stories become powerful tools to anchor meaning and mobilise momentum.

    Great storytelling:

    • Highlights early wins that demonstrate traction.
    • Elevates voices from across the organisation, not just the usual suspects.
    • Repeats and reinforces key themes until they become part of the culture.

    Final Thoughts.

    Making strategy stick isn’t about having a better plan. It’s about creating the conditions for that plan to live and breathe within the organisation.

    That means crafting a clear message, building real ownership, aligning leadership, establishing rhythm, and communicating with meaning. It’s not glamorous work. It’s not always fast. But it’s the difference between strategy as an idea, and strategy as impact.

    Because the most powerful strategies aren’t the ones that sound good in the boardroom. They’re the ones that quietly, confidently, reshape what happens every day.

    Fiona

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  • The silent power of Psychological Safety

    The silent power of Psychological Safety

    Walk into any high-performing team and you’ll often feel it before you see it. It’s not in the flashy credentials or the polished strategies – it’s in the way people speak, challenge, question, and support one another. It’s not loud. It’s not always easy to name. But it’s the force that turns smart people into extraordinary teams. That force is psychological safety.

    Coined by Harvard professor Amy Edmondson, psychological safety refers to the shared belief that it’s safe to take interpersonal risks: to speak up, make mistakes, ask for help, or challenge the status quo without fear of humiliation or retribution. In today’s complex, fast-paced world, where innovation and agility are essential, psychological safety has become the hidden engine of organisational success.

    And yet, it remains one of the most underdeveloped assets in many workplaces.

    Why Psychological Safety matters more than ever.

    We’re living in an era defined by uncertainty, complexity, and constant change. The ability to adapt – to learn fast, collaborate well, and course-correct in real time – is no longer optional. Organisations that thrive are those that can think collectively, experiment openly, and harness the full creativity of their people.

    Psychological safety is the condition that makes this possible. It enables:

    • Courageous conversations, where people challenge assumptions and surface blind spots.
    • Faster learning, because mistakes are shared rather than hidden.
    • Better decisions, through diverse perspectives and dissenting views.
    • Deeper trust, the foundation for sustainable performance and wellbeing.

    Without psychological safety, even the most capable teams underperform. People play small. Problems go unspoken. Creativity stalls. And change efforts fail – not because the strategy was wrong, but because the truth never made it to the surface.

    What it looks like in practice.

    Psychological safety is not about being nice. It’s not about avoiding tension or letting go of accountability. In fact, the highest-performing teams combine high psychological safety with high standards. They don’t just support each other, they stretch each other.

    Here’s what it sounds like when psychological safety is present:

    • “I made a mistake—I need help figuring it out.”
    • “I’m not sure that’s the right approach. Can we talk it through?”
    • “I’ve never done this before, but I’d like to try.”
    • “That’s an interesting idea – can you share more?”

    And just as importantly, it’s in what happens next: People are listened to, not shut down; Mistakes are addressed with curiosity, not blame; Bold ideas are welcomed, not penalised.

    What gets in the way.

    Despite the benefits, psychological safety is fragile, and easily eroded by culture, leadership habits, or even unintentional signals.

    Common barriers include:

    • Power dynamics: When hierarchy trumps humanity, people edit themselves.
    • Perfectionism: When mistakes are punished, learning slows down.
    • Unclear expectations: When it’s unclear what’s allowed, people stay silent.
    • Inconsistent leadership: When leaders say they want openness but act defensively, trust breaks down.

    Often, leaders believe they’ve created a safe environment because they feel comfortable. But safety isn’t measured by intention. It’s measured by how people behave when the stakes are high.

    Leadership’s role in building it.

    Psychological safety starts at the top, but it’s owned by everyone.

    For leaders, this means modelling the behaviours you want to see:

    • Admit what you don’t know.
    • Ask for feedback – and receive it openly.
    • Celebrate people who speak up, even when it’s uncomfortable.
    • Respond to mistakes with learning, not punishment.

    It also means intentionally shaping the environment:

    • Make expectations around respectful challenge and vulnerability explicit.
    • Create structured spaces for honest reflection, like retrospectives or post-mortems.
    • Be curious about silence – if no one’s pushing back, ask why.

    Small moments matter. The way a leader responds to a question, a dissenting view, or a failed idea will either strengthen psychological safety – or shut it down.

    Why boards and executives should pay attention.

    While psychological safety plays out at the team level, it has implications at the organisational and strategic level too.

    Boards and executives should ask:

    • Are our leadership frameworks reinforcing or eroding safety?
    • Do our feedback loops encourage candour … or performance theatre?
    • Is fear of speaking up costing us insight, innovation, or reputation?

    In highly regulated or high-stakes sectors – think healthcare, finance, defence – the stakes are even higher. Cultures of silence have real consequences. And yet, the courage to speak truth to power remains one of the most undervalued governance capabilities.

    Organisations that prioritise psychological safety create environments where problems surface early, leaders grow faster, and culture becomes a true asset, and never a liability.

    Final Thoughts.

    Psychological safety won’t appear on your balance sheet. It doesn’t have a dashboard or a KPI. But its presence – or absence – shapes everything. It’s the silent power behind resilient teams, honest leadership, and cultures that can navigate real change.

    In a time when uncertainty is the only certainty, organisations need people who feel safe enough to speak up, challenge, stretch, and grow. That’s not a soft skill. That’s a strategic imperative.

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    Fiona

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