MAKING ORGANISATIONAL CHANGE ‘MIST-FREE’

CONTENTS
3. WHAT SETS US APART?
4. OUR METHODOLOGY
5. GET YOUR HOUSE IN ORDER
6. ASK THEM, DON’T TELL THEM
7. MAKE YOURSELF REDUNDANT
8. EMBRACE FAILURE
9. HOLD THEM ACCOUNTABLE
10. OUR APPROACH
11. WHY CHOOSE US?
12. ABOUT ANDREW SILLITOE
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MAKING ORGANISATIONAL CHANGE MIST-FREE

WHAT
SETS US APART?
W e a re l i v i n g i n a n eve r - ch a ng in g en vir on men t, wh ich can
l e av e p e op le f e e lin g c o nf use d , vu ln erabl e an d even an gr y. For
an o rg a n i sa ti on to a c hie ve a c o mpe t itive advan tage it mu st
c re a te a ‘ m i s t- f re e’ e n vir o nme n t
This is not only found in a strategy or a compelling vision or
even a brilliant product, it relies on how leadership aligns
its teams to create a high performance 'mist-free' culture
for its people to thrive in.
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Managing The Mist:
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Is passionate about performance improvement our
excellence is in understanding your reality and increasing
competitive advantage.
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Is an expert in creating high performance cultures.
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Measures performance improvement from the outset we
evaluate impact at all levels through a variety of mediums
to achieve maximum ROI.
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Has a robust methodology implemented by a highly skilled
team that will assist organisations, teams and leaders to
successfully navigate through the ‘mist’.
MAKING ORGANISATIONAL CHANGE MIST-FREE

OUR
METHODOLGY
Af t e r y e a r s of e xpe rie nc e a nd re se arc h, we bel ieve th er e
ar e f i v e r u le s f or c re a t ing a hig h perf orman ce ‘mist-fr ee’
cu l t u re .
MAKING ORGANISATIONAL CHANGE MIST-FREE

1. GET YOUR
HOUSE IN ORDER
A COMPELLING VISION “WHAT’S IN IT FOR ME?”
‘Get Your House in Order’ is a metaphor
for creating a holistic strategy that will
align individuals to team and
organisational objectives, processes and
values.
! individuals we will only truly buy into the changes that are being asked
As
of us if we understand why. At an intellectual level people understand what
is being asked of them but at an emotional level there is no understanding
of why, no burning platform and potentially no consequence. You need to
really ‘feel’ the need if you are to make it happen.
RESULTS AND BARRIERS “WHAT NEEDS TO BE
ACHIEVED, WHAT IS GETTING IN OUR WAY?”
It is crucial to identify both the key objectives required for successful
change and the barriers obstructing change. Most resistance to change is
caused by ‘underlying assumptions’. Once these assumptions are realised,
mind-sets will shift and change can take place in an appropriate timescale.
PROCESS AND STRUCTURES “DO THE PROCESSES
AND STRUCTURES SUPPORT THE CHANGES?”
! are operational people first and consultants second, this means
We
we consider the elements that surround an individual to continually
support and drive the change you desire.
BEHAVIOURS “WHAT BEHAVIOURS WILL DELIVER
BETTER PERFORMANCE?”
Our robust methodology will create active learning that is engaging,
creative, highly interactive and experiential followed by live learning
consolidation activities to embed the new behaviours for a better
way of working.
IMAGE AND ROLE MODELLING “WILL I SEE LEADERSHIP
AND COLLEAGUES BEHAVING IN THE NEW WAY TOO?”
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Leaders, teams and organisations must be ‘seen’ as consistent in their
direction and vision. They must have the credibility. The entire team must
be able to understand and demonstrate what great looks like, which will
ultimately shift employee, stakeholder and customer perception.
MAKING ORGANISATIONAL CHANGE MIST-FREE

2. ASK THEM, DON’T
TELL THEM
Equipping leaders with advanced
facilitation and coaching skills so that
they can lead change effectively.
We are living in an ever-changing environment, and for
organisations to survive they must have a competitive
advantage. This is not just found in a strategy or a compelling
vision or even the product, it lies in how it aligns its teams to
create a high performance 'mist-free' culture for its people to
thrive in. A leaders ability to coach and facilitate high
performance is essential for achieving that competitive
advantage.
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We find the biggest barrier to coaching is time, managers
regularly tell us that they haven’t got the time to coach their
people, our response is always the same “you haven’t got time
not to coach your people”.
Coaching doesn’t have to be an hour-long conversation, with
the right skills people are amazed at what can be achieved in
a ten minute conversation. Managers and leaders who have
'challenging and supportive' pragmatic, goal orientated
conversations once or twice a week will dramatically increase
the performance of their people.
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We are experts in developing managers and leaders in
the skill of coaching and facilitation.
MAKING ORGANISATIONAL CHANGE MIST-FREE

3. MAKE YOURSELF
REDUNDANT
Developing a leaders ability to step back,
reflect and focus on continuous
performance improvement.
A team is most effective when it forms a single goal from
collective thinking. However, implementing successful shared
leadership requires a great deal of trust, patience and putting
any egos to one side. In return, teams can expect long-term
benefits, by enabling members to thrive and reach their full
potential.
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In our experience, the best performing teams are when every
member has contributed towards the team strategy - they had
a shared vision. Over time they developed an intuitive
approach to decision making; all decisions were made in the
best interest of reaching the team and organisational goals.
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This allows the leader to focus on continuous performance
improvement.
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We help leaders to create engagement and alignment, which
will enable their strategic thinking and discover a more
proactive way of working.
MAKING ORGANISATIONAL CHANGE MIST-FREE

4. EMBRACE FAILURE
Reducing the fear of failure so that
people can live, work and compete at
their full potential.
For some people ‘change’ is a perceived threat and we are
biologically designed to deal with a threat in a certain way,
often referred to as ‘fight, flight’. Change may mean working
in a new way, learning new skills or a shift in culture.
When we see a threat we will either become aggressive (Redmist) or withdraw from it (white-mist).
Whilst this was useful 100,000 years ago, it doesn’t serve us
as well in the boardroom or when implementing change.
We help leaders reduce the mist by developing skills, which
will disarm the irrational response to change in their people
so that they can thrive and work at their full potential.
MAKING ORGANISATIONAL CHANGE MIST-FREE

5. HOLD EACH OTHER
ACCOUNTABLE
Create a feedback and coaching culture
where actions are implemented,
evaluated and measured.
By rule five a team has it’s house in order, having identified the vision, results, process, values and its image for success;
the leader has successfully facilitated involvement from all
team members by asking them, not telling them.
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They feel engaged and motivated with a common purpose and
are playing to their strengths. They are committed and are
appreciating the autonomy that has been generated. The team
members are relaxed without any fear of making mistakes or
getting things wrong.
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They are so relaxed that their performance has rocketed. The
leader is practically redundant allowing more time for
strategic thinking. All the leader needs to do is hold them
accountable against their actions, maintain strong
relationships, and measure performance against their
promises.
!
We are experts in developing managers as performance
coach’s and helping organisations create a coaching and
feedback culture
MAKING ORGANISATIONAL CHANGE MIST-FREE

OUR APPROACH
Managing The Mist is grounded in accelerated learning
techniques and will be applied to support practical and
relevant learning. This learning will be brought to life
through real-life scenarios and examples that have
meaning for your people.
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To engage and capture the imagination of participants,
we will use thought provoking video, audio and
inspirational facilitators.
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Managing The Mist builds its approach on the belief that
learning comes from practical application, so any
coaching, training or facilitation will be highly pragmatic
and participative with group discussions, interactive
activities and time-bound actions.
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We will always aim to provide a ‘challenging and
supportive’ environment to enable participants to
improve their quality of thinking, learn from colleagues
and identify specific and practical changes to shift
behaviours.
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We will measure performance uplift so you will know
that you are getting a return on any investment you
make with us.
MAKING ORGANISATIONAL CHANGE MIST-FREE

WHY CHOOSE
MANAGING THE MIST?
In a wo r ld f ull of cha ng e , we a re o ft en su r r ou n ded by u n cer tain ty
a nd a la c k of cla rit y a bo ut t he fut ur e.
Through extensive research and experience Andrew Sillitoe has developed a robust
methodology, implemented by his highly skilled team, that will assist individuals, teams and
organisations in navigating through the mist. We are experts in developing people, changing
behaviours and increasing better quality thinking to enhance business performance.
We specialise in four distinct areas:
• Ex e c ut i ve c o ac h i ng
• L ea d e rs h i p d eve l o p m e n t
• T ea m co a ch in g
• O rga n isa tion & c ult ura l c ha n ge
Some of the companies we have worked with:
MAKING ORGANISATIONAL CHANGE MIST-FREE

ABOUT
ANDREW
“ .. . h a s in spired
ma n y t o take
a c tio n towar ds
re a chin g th eir
g oa ls .”
Andrew is the owner and founder of Managing The Mist. He is an
experienced coach, speaker and author. His intuitive and radical
approach to leadership development, team performance and
organisational change has inspired many to take action towards
reaching their goals.
He studied at UCL, MSc in Management Consulting and
Organisational Change, and draws upon his strong commercial
experience to help organisations, teams and individuals realise
their potential and deliver greater performance.
As a talented athlete, Andrew played 77 games in 11 World
Championships for the Great Britain Inline Hockey Team and
competed professionally – representing Vancouver, California and
Colorado. Furthermore, in 2011 Andrew coached Great Britain to
win gold in Division One, achieving promotion for the first time into
the top eight countries at the IIHF 2012 World Championships.
MAKING ORGANISATIONAL CHANGE MIST-FREE

IS YOUR ORGANISATION MIST-FREE?
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