Robin Sharma – The Monk who Sold his Ferrari

Most of us regularly do things that we know aren’t great for us, whether it’s eating more than we should, not exercising enough, drinking too much, too much time on social media etc. We know it rationally and yet our behaviour doesn’t always match our good intentions. So what’s stopping us making those behaviour changes, despite knowing they will be good for us?

When delivering change, focusing too much on schedule and budget tends to take our attention away from the only factor that will ensure success.

Whilst focusing on the harder aspects of a change, such as policies, processes, facilities, technology, training etc, what organisations typically overlook or at least pay too little attention to, is the human element, i.e. what we think and feel. And yet we’re increasingly learning that it’s one of the most fundamental contributors to successful outcomes.

  The Coronavirus pandemic changed the way we interact, with reduced face-to-face interaction, increased online connection and working from home. Many of these changes are becoming permanent and in turn, we all need to review…

Register Here Applied Change in collaboration with the Psychological Sciences Research Group at University of West of England (UWE) Have you noticed how the more you push people the more they tend to resist? Have…

If you’ve ever tried pushing big change through a hire and fire culture you’ll know that it can be a brutal process and not for the faint hearted. This article explores change resistance and where it comes from.