Every office has a melting pot of personalities — the restless, the avoider, the victim. How you manage change as one of those personalities and how you support a team with one (or many) of those personalities needs to be carefully thought through.

There are a number of types of personalities in every team — and managing each one is different. This article will discuss how to manage change as one of the types of “different” personalities in your office, particularly the passive-aggressive personality and the risk-taker. The latter is more likely to be first in line to make a…


Anxiety or Excitement.

Fear or Delight.

To feel these emotions is to be human. For any leader, the ability to observe, negotiate, even influence emotions is a powerful trait. How, then, do you work with teams at times of insecurity and transition? When speculation might be rife and informal communication dominates the mood in the room?

The good news is that if you are a leader who is picking up on these emotions, you’re already further ahead in the pack. …


Over the last two decades, I’ve sat in countless classrooms to learn about leadership and management. As a leadership nerd, of course, I’m fascinated by the latest theories. I love applying strategy, behavioural change, and psychology, even employment law. I can get lost in that world easily. But does it make a difference?

Sure there are helpful frameworks involved and inspiring leaders to follow. Sure my sights and heart are lifted, but do the lessons stick when you’re back in the workplace?

Don’t get me wrong. My masters’ thesis was around leading groups, and I’ve spent five intensive days learning…


Change is messy. Let’s face it; nobody likes change. Perhaps more precisely, nobody wants to be changed. Whether it’s a significant formal change, with jobs on the line, or a slight change in process, there will always be a fallout. For every action, there will be a reaction.

It’s well documented but little discussed that change can cost 12 months in innovation in a business. That’s shocking, primarily when change management often sets out to speed up a business, to make it more responsive. What’s worse is that poor change management has just a 15% likelihood of meeting objectives. Projects…


You cannot manage change with certainty. Outcomes can be divergent and unpredictable. Things rarely run as you intended, and you can never really predict what the result will be when you start.

I love playing a game with my executive clients. We work through the perfect way to screw up. It’s counterintuitive — most teams invest in planning how to succeed and nowhere near enough in planning how to fail. Commendable and based on positive intent but naïve to threats.

Corporate teams especially believe in a magic formula — add a little PowerPoint, bring in some leadership buzzwords, and a…


The world is shifting.

The workplace is shifting as people value flexibility and expression. Coming in for a paycheck doesn’t cut it anymore. The natural consequence of economic instability is that long-term service and loyalty aren’t as valuable for employers or employees as it has been in the past.

It’s time to rethink change management. I’ve advised and mentored countless leaders over the last two decades, and there’s an ever-present feeling that you have to be the one who steers the ship. This feeling gets perpetuated even built into old-school formal change management.

As outsiders get involved — whether HR…


Anxiety or Excitement.

Fear or Delight.

To feel these emotions is to be human. For any leader, the ability to observe, negotiate, even influence emotions is a powerful trait. How, then, do you work with teams at times of insecurity and transition? When speculation might be rife and informal communication dominates the mood in the room?

The good news is that if you are a leader who is picking up on these emotions, you’re already further ahead in the pack. …


It took me years to build up confidence in delivering presentations. It was hard enough presenting to a small group, but to stand up in front of my team and describe the changes that were going to happen to us all was terrifying.

I remember standing there, feeling like an enemy of the peace. One of them. Looking at nervous faces among the people I was to protect. Already seeing awkward looks, crossed arms, ready to pounce. Willing to discredit whatever I might say.

The decisions weren’t even my decisions, I didn’t understand them, but I had to see them…


As I’ve virtually travelled across the UK and Europe to deliver my thoughts on the future of healthcare and teaching, I’ve been challenged to consider the future of different industries, especially the future of strategy.

That’s an exciting question and here is my vision of the future. Several megatrends are at play right now that will ultimately affect the business of business, three are particularly notable and there is a wildcard on the horizon that could fundamentally overturn how leaders operate.

Marketplace disruption and the proliferation of microbusinesses and hustler mentality will continue to challenge traditional business and industry

As the cost of entry is driven down through technology and the growing levels of education and innovation disrupt…


You may have seen me geek out about the future and how automation and AI will shape the future of health and the future of teaching. I’ve recently been asked though to predict the future of strategy.

For me, there is one question that underpins the role of humans in business strategy in the future.

Are we rational beings or emotional beings who rationalise?

Think about that, I’ve got a law degree, an MBA, the IOSH, a maths A-level, and an Economics A-Level. I’ve spent decades around big data and population health/achievement/crime and disorder. Of course, I’m rational. …

Claire Oatway

Leadership Guru Empowering Executives & Entrepreneurs to Achieve More ★ Success Coach, Futurist & Luminary Speaker

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