Director, MC Change Consulting Ltd
Why you want to transfer your knowledge to others
I’ve worked as a Change Lead for over sixteen years and irrespective of the sector noticed similar patterns of behaviour, common pitfalls re-occurring but also seen some outstanding best practice.
I believe that by transferring knowledge and coaching through change I can help individuals and organisations deliver better outcomes but, as importantly, give them a set of resources to handle future change.
I have seen colleagues with burnout, resilience and wellbeing challenges and others who have excelled, growing into their role and gaining both confidence and career defining experiences… so by transferring knowledge and offering coaching support I can help foster a change community and help bring balance for the individuals leading, sponsoring and managing change.
Why you are excited/why you think it is a worthwhile use of your time to be part of Capability for Change
Building Change Capability is really important, I genuinely believe sharing our knowledge will help industries save money, increase productivity and get better outcomes.
Understanding the human experience to change is pivotal in embedding new ways of working and I hope that my lessons learned can help others.
There is also the extra benefit of developing CM talent and helping it be viewed as a critical core competence within organisations
I am excited to be part of this community as it allows us to all learn from each other and creates a sense of belonging – we are “in it together”
What your specialist areas of knowledge are:
- Coaching for Change
- Executive Coaching
- Change Leadership
- Stakeholder Management
- Change Management Strategies & Planning
- Change Analytics – Change Impact Analysis & Change Readiness Assessments
- Change Network Set Up & Deployment
- Team Facilitation
- Employee Engagement
- Human Resources (Masters in HRM)
- DISC Practitioner
Your favourite technique/belief about the success of change in an organisation
One of my change colleagues taught me “Stop Start Continue” in my first change role – I am eager to get it back in and used widely again so that we get organisations to consider what they are going to stop doing rather than adding more and more change onto the organisation and individuals.
It’s a very simple but highly effective technique both for shaping the change strategy and engaging stakeholders in the change journey.
The experiences that have created this knowledge – organisations you have worked for; jobs you have had; countries you have worked in
A qualified coach, change lead and HR professional with extensive experience leading change and transformation initiatives across a diverse range of organisations, and including 7 Workday implementations.
Having spent my early career years at Xerox, renowned for its people development and for using their experienced leaders to mentor and encourage those developing, it’s a model that works well and it has inspired me to “put something back” to benefit others as I benefited myself.
I spent 6 years working in the Change Team at Unilever, picking up skills from inspirational change leads and practiced my trade. Since leaving Unilever I have led multiple changes in global organisations including Centrica, Arup, DS Smith and NCC Cyber Security.
The ICF’s accredited Coaching Academy’s Diploma enabled me to hone my coaching skills and allowed me to move from full-time in-house change lead to leading a Change Management Coaching Practice.
Purpose in a nutshell
My purpose is to help organisations put people at the heart of their change, providing time and space to enable better outcomes AND leave a legacy to be better equipped for future changes.
It is important that lessons are learned (good and bad) from every change intervention and that capabilities are developed. My practice to date has been to develop initiatives but also leave a legacy – I have experience of building change toolkits, starting up change networks, facilitating team events, conducting lessons learned so that a change management trail of techniques is left behind and individuals are equipped for the next change.
