Leading change on the cheap

Leading Change on the Cheap!

How do you turn a traditional public sector organisation into a forward thinking, innovative,
focussed organisation that is seen as ‘best in class’ when there is little money available?

Please don’t spend too long trying to answer the question as the reality is that you do so, with great
difficulty!

I have just completed a four year appointment trying to attempt to answer the question during
which I have learnt many leadership lessons and felt they may be of some use to others who may
find themselves in a comparable position. I fully recognise that like most organisations nothing is
achieved without the collaborative efforts of many, and my organisation is no different. However
for the purposes of this short paper I write from the position of leadership that is as the person
‘where the buck stops’, and my comments are aimed at those who may find themselves in a similar
position.

In terms of context, I had some 30 years of leadership experience before taking up a senior
leadership position in a large College in 2009, delivering courses to military personnel ranging from
bespoke 2 day packages to Mastersdegree level. The College comprised some 1000 military and
civilian staff members and approximately 11000 students per year, across 5 sites, with a budget of
around £54m. Over the four years we have moved the College from a traditional residential
instructor-led organisation to one which is exploiting technology and developing a blended solution
to learning. This has been a significant change programme the like of which had not been seen in
the previous 20 years. The College is now, considerably slim-lined, is viewed as a hotbed of
innovation, and is exporting ideas and approaches to many other Colleges.

The leadership lessons I offer below are based in the context of a College setting however I am
convinced that most could equally apply to any large organisation. I hope you enjoy my musings,
much of which is not new, but they are based on application not theory and therefore may have
applicability in the real world. Please accept them as a personal view, I acknowledge that others will
have different views and experiences however I do hope that perhaps somewhere someone may
benefit from reading them. I have not attempted to prioritise my views as I feel readers should
prioritise depending on their own circumstances. I have also decided to offer my views to an open
audience, I realise many of my colleagues will read them and try to identify incidents and people
however my aim is more one of simply offering out some views which may or may not help others.

LEADERSHIP LESSONS

Turn it upside down. Most organisations have a traditional hierarchical organisation chart with the
CEO, or equivalent, firmly at the top and the workforce at the bottom . However, I would question
whether this is actually representational of the importance of organisational output and whether, if
you’re a member of the workforce, it makes you feel valued and respected? There is no doubtIt
definitely makes the one person at the top of the diagram feel important. However, I would offer
that if we turn it upside down, placing the workforce at the top, it results in up to 999 (in my case)
feeling important. Furthermore, it allows the organisation to really understand who is supported
and who are supporting. If you think about it carefully, it is often the case thatcentral headquarters

personnelthink of themselves as vital and important whilst much of their effort is directed outwardly
and upwards. They often see and expect the workforce to support them in their outward facing
efforts.

The effect is that you end up with two disconnected organisational elements, the workforce and
headquarters personnel, with a disproportionate effort being directed to support external
requirements as opposed to delivering the organisational outputs.

My experience has been that the organisation exists primarily to deliver the organisational outputs,
otherwise it would not exist. As such the key supported element has to be those who are directly
delivering organisational output. All other elements of the organisation, whilst important, are there
to support the delivery workforce, including the central headquarters staff and it is essential that
everyone understands this. As such I would advocate publicising an ‘upside down’ organisational
diagram with the organisational outputs clearly highlighted.

The effect of turning, and publicising, an ‘upside down’ diagram in our College was that my own HQ
moved from being a bureaucratic outwardly focussed organisation to one which looked at how to
achieve and support the requirements of the workforce. My own role was viewed assupporting the
workforce with, a vision, resources, direction, and recognition, they didn’t want me to do their job
but they did want to be recognised and supported as being important. They also wanted me and
my headquarters to keep external pressures away from them. As a health warning, you will get
called a communist and a Methodist minister, particularly by visitors, but don’t worry about it just
put it down to your versatility! You are also able to point out to your superior headquarters that
they are there to support you (this is guaranteed to gain you interest).

Have a Vision. I have worked in many organisations where there are various mission statements all
of which are generally broad enough to stand the test of time. Paradoxically, the mission statements
lose the energy required to galvanise teams to achieve change because of their broad nature.
When I first took up my appointment we were in the midst of a major Public Finance Initiative
change programme which had some very clear targets, a mission, and lots of efficiency management
speak. This was all very good for the senior management team and lawyers. However and
importantly it had little or no value or motivational impact on the workforce who were essential to
delivering the change. Indeed it entrenched attitudes because much of the workforce felt their jobs
were under threat by the focus on efficiency.

The PFI failed however we were left with a need to change, but with none of the levers embedded in
the PFI approach, as these had been lost under intellectual property right rules. I therefore tried to
find a vision which would capture the need for change whilst giving the workforce a desire to want
to achieve the vision. We came up with:

‘Create a Blended Learning environment which improves the lives of students and instructors’

This vision was something that had clarity of achievement, that of a blended learning environment,
and gave the key stakeholders and interest by improving their lives. I have found that the vision has
endured and I regularly get it played back to me when I wander around the departments, whereas I
have never had anyone recite the mission to me. It has also allowed us to galvanise efforts, when
linked with empowerment and supporting resources, resulting in many low level/high impact

innovations focussed on achieving a blended learning environment. I have taken to following senior
visitors around the College as it is often the only way I find out how much innovation is occurring
within the workforce. I inwardly smile whilst listening to a relatively junior member of the team
passionately display new innovations which are linked to the vision. Of course I naturally inform the
senior visitors that the innovation is very much part of a planned strategy!

I am aware of the various debates regarding the efficacy of vision statements however in a situation
where change is needed I think a clear attainable and understandable vision is articulated as it gives
people a focus for their efforts and innovation without recourse for confirmation. I also believe it is
key to ensure that there are resources available to support those efforts otherwise the vision
becomes a pipe-dream.

Be Passionate and laugh out loud. If you as the leader of the organisation are not passionate
about what you are doing how on earth can you expect your team and workforce to drive change
and results? It doesn’t mean you are blind to new ideas and improvements but if you get the vision
right and it is based on logic, theory, and evidence, you will have the confidence to be passionate
that your direction is the right one. Keep talking about your passion for your changes and you will
be surprised how readily your vision catches hold. Furthermore, don’t be afraid of laughing out loud
when someone tells you about something that is funny, it makes you human!

Someone once posed a rhetorical question to me, which I think sums this up.

‘youturn up at a bar and there are two customers, one is passionately talking and laughing with the
barman and the other is looking miserable and glum. Who do you intuitively wish to talk to?’

Be Available. My experience is that there are two groups of people who seek your availability,
those who are your immediate colleagues and senior management team, and the rest. In both cases
I think you have to make yourself available whenever they seek you out. For the first group this is
easy, just keep the door open, tell them to drop by whenever they want clarity, and wander amongst
them as frequently as you can. This will prevent them from disappearing into long periods of trying
to second guess and potentially going down the wrong route. It also stimulates ideas as they
become comfortable offering views and ideas.

For the second group, if they make the effort to phone or seek an appointment then it is very
important to them. Even if, when you speak with them, it is relatively minor, it will have required
them to dig deep to make the connection. Therefore you must reciprocate and give them your time
otherwise you will become detached and viewed as unapproachable. My experience is that you will
not get inundated with requests for appointments but every person you do meet will go back to the
workforce more positively disposed than prior to the meeting, even if the message they get isn’t
what they want. We also introduced an ‘ask/tell the boss’ portal on our web where individuals could
contact me directly and I would guarantee to respond within 24 hours. Contrary to some views, it
does not usurp line management authority, but it does aid your communications strategy hugely. I
quashed so many rumours through this medium.

Be authentic. Be yourself, don’t try to be anyone else, and be consistent. You will never get
everything right but if your workforce feels that they understand you and that they believe you are

genuine in what you say and do, then they are more inclined to go with you, even if they don’t agree
with the intent. This is all captured in a statement once given to me in the dim and distant past that:

‘if you don’t buy into the man, you will never buy into his message’.

Say Thank You. You will always view yourself as approachable, open and easy to get on with
however it is easy to forget that in a large organisation most of your workforce will rarely get to see
you. They will be doing some great things that you simply will not get to see but which are beneficial
to the organisation and for which they are rightly proud. I would offer that every-time you hear of
such an achievement find the time to say thank you. A simple thank you for even the smallest of
achievements will have an incredible impact on someone deeply entrenched in the workforce. This
equally applies when they achieve something outside of the working environment, a letter of
congratulations will have an equally impressive impact. Furthermore, if a consultant or commercial
partner is working with you then again a gesture of thanks builds up a trusting relationship, and is
likely to result in them recommending you to others. if you find out that someone has an ill relative
take the time to drop them a quick email expressing your sympathy.

This is not about being superficial rather it is about being genuinely interested and happy for those
in your working environment when the achieve something, most of them spend a third of their life in
your organisation. The benefit to the organisation will not be immediate but I am convinced that
saying ‘thank you’ is the strongest term in the leadership lexicon. Primarily because it is the most
inexpensive way of valuing and respecting your members of staff and there is no doubt they
remember it. I have no empirical evidence of this approach increasing retention but I have many
anecdotal comments that a simple thank you has been warmly received and valued.

You will need to cultivate an atmosphere of being informed when people achieve something extra
and this is best done through a combination of encouraging the line management to inform you and
by walking and talking.

Flatten, Trust and Empower. Shortly after taking up my appointment I was phoned by a member
of staff asking whether I would authorise the release of a student for an afternoon to undertake
representative sport. I replied that I love sport and have no problems but I asked why they were
phoning me. The response was that I was the only one who gets to see all aspects of the student’s
performance therefore I am the only one able to make a holistic decision! Moreover, the request
had come up through layers of line management which had added nothing to the request or decision
making.

It was apparent that something was amiss and it transpired that the each of the pillars were
focussed on a specific but different functional/technical outputeg engineering or pastoral care, and
the totality of all of the pillars was only visible at the very top of the organisation. As such holistic
decisions could only take place at the very top. Furthermore, the focus on functional/technical
output led to evaluation metrics aligned to efficacy of technical delivery as opposed to the
organisational aim of producing students capable of delivering in a working environment.
Additionally, the time taken to make a decision was unacceptably slow and carried the risk of a
single point of failure at the top of the organisation.

We therefore merged the organisational structures so that each pillar was similar, multi-functional
and focussed on the needs of the student. Thishas resulted in removal of layers of line
management, the empowerment of holistic decisions making to the lowest practicable level, and
increase in the speed of decision making by up to four-fold.

More importantly it means we now have 1000 brains involved and empowered in decision making as
opposed to one! We have built on this empowerment and encourage anyone in the chain to feel
they are able to contribute to improving the student experience and capability. One example of the
effect of this was a middle level manager recognising a gap in student contextual training. Without
prompting he instigated and delivered a project for £120K, which had been previously quoted at
£1.2m, because he had the knowledge and felt empowered to make the suggestion.

My advice would be that if your structures have not been reviewed for some time you may wish to
consider whether they are still delivering what you need. I work in a very traditional hierarchical
culture but this does not mean that they best serve the requirements of an educational institution,
indeed I would advocate a much flatter structure in such an organisation.

Create the Capacity to Think. As the leader of a large organisation it is really difficult to find the
time to think (particularly if you encourage open access), other than when out for a run, I have not
been able to find dedicated time to think. However, I cannot see how an organisation can stay
ahead if it cannot think ahead, particularly in organisations that are enabled by the fast moving
world of technology. Up until four years ago there was no dedicated capacity in our organisation
considering the future, as a consequence little changed in twenty years and when change was
recognised as a necessity it had to be revolutionary. I would therefore suggest if you are too busy to
think ahead you may wish consider who is doing it on your behalf.

In my own organisation we created a three person innovation cell with functional responsibilities for
providing the, technology, educational innovation, and people development, required to meet the
vision. They reported directly to me (and much to their chagrin occupied the office next door). They
actually used a picture of a ‘brain’ as their brand mark and the establishment of the cell is probably
the single most important activity we have conducted. The cell in effect ‘thinks for me’ allowing me
to carry out the leadership functions and the rest of the organisation to focus on the day to day
outputs. We used personnel that were made available through the restructuring we conducted to
support empowering to the lowest practicable level (see above). We are close to moving out of the
revolutionary change period and the innovation cell gives us the capacity to evolve into change in
the future.

Understand the Theory. If you are a generalist in an organisation of specialists then I would
suggest you need to work on developing credibility because initially your specialists will
understandably view you with a degree of misgiving. I found myself leading an organisation which
included a significant number of educators with doctorates,whereas I was a generalist put in charge
of leading an educational establishment. I think you have to accept that you are never going to gain
their in-depth knowledge whilst trying to deliver your organisational output. However I would offer
two tactics. Talk to your specialists and ask them about the theory of their work and methods, they
will value your interest. Secondly, and concurrently, trawl the Open Educational Resources (OER) for
the subject areas and begin to drop your newly found knowledge into your discussions with your

specialists. Not only will you increase your own knowledge but your specialists will begin to see you
with a new found respect.

In my own case, after taking some time to develop my credibility, one of my specialists began to
routinely ‘pop in’ to discuss random but work related topics. All of which I found useful and I
benefitted from his insights. In one of our discussions we talked about the restructuring we were
conductinghe made the sobering comment that ‘things looked perfect….but don’t forget if you make
it perfect, you make it brittle’. His engineering experience was such that he felt you needed to build
acceptable tolerances into new systems and failure to adopt a similar approach in restructuring
would fail to take account of the ever changing contextual environment. In short he was suggesting
that the restructuring would be out of date on day 2 unless there was a degree of flexibility in the
structures. It was a great lesson to learn and I have included the tolerance requirement in a number
of projects since and it came simply from gaining a degree of respect and having an open access
policy.

Continuously Develop. There are thousands, probably millions, of people in the wider world who
don’t know you but are willing to help. You just have to access their knowledge and provide the
time to consider their views. It is a bit like creating the capacity to think, if you do not keep abreast
of developments and ideas my view is that you become entrenched in the current approaches and
methods, stifling innovation and falling behind your competitors. Google and other search engines
are great resources as are OER’s. Additionally, if you encourage open discussion, keep pushing the
vision, and are approachable, you will be surprised at the number of people who provide you with
copies of dissertations to read or point you toward a book or article on a subject. I haven’t got time
to list all of the good information I have accessed but include the following as some of the books and
people who have helped me (I think the references are correct):

Goldratt, E, M., & Cox, J.,The Goal : A Process of Ongoing Improvement (2004), Great
Barrington, North River,& 6 Sigma Training delivered by Bernie Saboe (LinkedIn). The Goal
provided a really easy insight into lean production, bottlenecks and what efficiency really
looks like. Bernie is a top quality facilitator who provided my team and I with 6 Sigma
training in a really simple and clear manner which gave us a framework to re-shape how we
did our future business.

Marchington, M.,& Wilkinson, A., Human Resource Management at Work (2008), CIPD:
London, pp342-379. As a generalist in an educational setting this book opened up my eyes
to the fact that we were failing to meet the needs of our students. Specific models by Snape
et al (p.353) and Bloom (p.344) helped me convince our people and many others in the
educational environment as to why we needed to change. A must for any other generalist
who find themselves in a specialist education world.

Geoff Petty (www.geoffpetty.com) provided the College with an insight and support to
Evidence Based Training, which in itself was a game changer, but I also found that it helped
to change previously stagnant behaviours and culture. Geoff is a brilliant presenter who
really brings his subject to life.

Diamond, S., Getting More (2010), London: Pearson. I didn’t get to this book until the end
of my appointment and I wish I had of read it earlier. There are elements which are
intuitively difficult for the British culture but there are some real nuggets about how to
genuinely and effectively negotiate so that meetings focus on achieving an outcome as
opposed to leading to entrenchment or party political broadcasts.

Roam, D., The Back of the Napkin (2008), New York: Barnes & Noble. I am a serial
‘whiteboarder’ however this book provided me with some additional tools to focus my
white-board deliberations, including some simple techniques that helped to change boring,
negative subjects into positive presentations.

Remove Positional Authority. I found one of the biggest limitations to innovation was those people
whose contributions were embedded in positional authority which inevitably came to the fore when
there was a conflict in views. Some people who had an appointment in a headquarters felt they
could ‘order’ an approach simply because they were in such a post, whilst others had some form of
power by dint of their post and exercised the power based on their personal view. I found this
attitude to be wholly arrogant and dampened innovation and imagination.

As such I encouraged all members of the workforce to question logic and to not accept direction
from individuals who appeared to be using positional authority this included questioning my own
ideas and approaches. There is no doubt that initially you will end up with people complaining that
their position is being undermined however I would suggest that in the long run you end up with a
much stronger organisation. Primarily because it forces decision makers to think logically, take
account of all factors, and to consult. The latter aspect is crucial in making decent decisions but it
also makes those who contribute to the decision, feel valued and respected.

It is a bit trickier employing such an approach with people outside of your direct organisation but I
would encourage similar standards. You simply have to be prepared to go into bat in support of
your own personnel who are questioning on your behalf.

Face up to problems. There are always going to be big issues that need to be addressed and some
will not be particularly palatable to people within the organisation. There is no point in ignoring or
delaying the issue, my view is that you have to stand out front and tell the organisation what is going
on. Your people will be worried and they will begin to create a myriad of rumours unless they hear it
from the horse’s mouth. In my four years I think I had to stand up in front of the organisation on
three separate occasions to talk about restructuring, redundancies, and to explain the vision. There
is nobody who knows more about the issues than you, and you are the one will make the ultimate
decisions, therefore it is only ethical that you pass on the news, whenever practicable. You may
need to balance speed of information with your availability but even if you get someone to stand in
for you make sure they tell the audience that it is your message. In my experience most people
simply want to know what is going on so that they can make informed decisions. You are also likely
to pick up some good ideas from the workforce during the Q&A sessions.

Bi-Polar Choices. When situations get difficult I have found that some people will default to
giving you a bi-polar choice of options eg you can either do this or that. If you find this is the case I
would suggest you are in the wrong space, life is too complex to be bi-polar and in my experience
the answer tends to lie somewhere between the two choices. As such I would suggest you don’t

belittle the individual but use the opportunity to get them to think of some options in the ‘grey
space’.

Get Rid of Blame. I am not sure how other organisations operate but I have often found that
when things go wrong there is a propensity to find out who to blame. However, this to me does not
achieve many positive outcomes because in my experience the vast majority of people in the
organisation do not set out to do something wrong (I may be fortunate but I have never met anyone
who deliberately set out to do something wrong, I do however accept that others may have different
experiences). Therefore, I apply the philosophy that if something goes wrong then it is likely to be
because the person involved has not been given the right information or training. And when it
comes down to it both of these elements are the responsibility of you as the leader. My experience
is that adopting the philosophy you use your effort to prevent reoccurrence and to improve which
are positives, as opposed to trying to find a scapegoat which is a negative experience. Furthermore,
it creates a culture and attitude of systemic improvement as opposed to fostering a blame culture. I
do accept there are risk takers but even in this situation they are probably taking risk because the
information (management process) lacks the constraints required to prevent the risk being taken.

Get a Mentor. We will have all heard about mentors and coaches and probably like me, you may
have paid lip service, nodding wisely at their importance but doing little about it. I would suggest
that carrying the responsibility of a 1000 people, or just 5 people, is a huge task, on top of which you
have to deliver the operational output, balance family life, and stay enthused. The great thing is that
in 99% of cases what you are doing has been done before. The technology might be different, the
constitution of the workforce may be different, but the challenges and tasks are generally not new. I
would suggest they revolve around how to get your team to consistently go with you in a positive
manner in order to deliver a vision, address a challenge, or instigate change. Regardless of how
good you are I would offer that here will be times when you question what you are doing. My
advice would be to find someone you feel has been through the mill (and done it well), and whom
you feel safe to talk with. I have a couple of previous bosses whom I feel I can just sound ideas and
issues and invariably they have not given me the answer but have helped me shape my thoughts.
And, then remember if you find having a mentor is helpful don’t forget to offer to mentor your
subordinates as they move off into new appointments and challenges.

Get a Driver. If, like me, you probably spend an average of 2 of the 5 working days on the road
visiting other parts of the organisation or other headquarters, get a driver. I spent most of the time
in the back of a car working, and quite often I was able to give a concentrated period of time to
some of the more crunchy issues. Furthermore, when working days were long I was able to grab 30
minutes sleep which was a godsend. There has to be a compelling business case to having a driver
for anyone who is in a comparable leadership position, even if this is on a pooled or ‘hire on an as
required’ basis. Employing the highly expensive CEO as a driver for 2/5ths of the working week is a
bit like making your top striker carry the sponge bucket for every other match simply because he can
carry the sponge bucket!

PERSONAL IMPROVEMENTS

I have no doubt if you asked one of the thousand people who worked with me, they would point out
a number of areas where my leadership will have been lacking. However, perhaps unwisely I have
not asked them for their views and therefore this part is a self-indulgent view using self-reflection, of
where I could have done better.

Be Less Emotive. I have already mentioned how being passionate is a vital aspect of
leadership however care needs to be taken that passion isn’t viewed by others as you being overly-
emotional which may lead to a lack of influence. I suspect there were times, particularly when
dealing with external agencies that were more focussed on hard efficiencies, that I lost influence due
to my message being hidden by emotion. Had I focussed more on objectively meeting the needs of
others during external meetings, as opposed to attempting to convince them of the efficacy of my
own position, then I think I would have gained more support, more quickly. I think the lesson I will
take forward is to be passionate when articulating the vision and conducting my daily business but
when seeking external support this should be subjugated to addressing the needs of the others in
the meeting, whilst still gaining support for my own initiatives.

Don’t expect everyone to buy in. Once I was convinced of the logic and efficacy of our change
programme I found it hard to understand why others didn’t feel the same way. I think I spent too
much time trying to convince everyone of the need for change which deflected from actually getting
on with change. In hindsight I think I would now recognise that the further people are away from
the nucleus of the change the less likely they are to be as enthusiastic. Their focus is more on the
day to day outputs of their job, it doesn’t mean they will not buy into change but they are more
inclined to do so once the concept becomes a reality. Furthermore, I think I would seek to develop a
number of ‘ambassadors for change’ who come from within the workforce and can more readily
convince their colleagues of the benefits of change, rather than someone in a senior leadership
position. This I think would create an evolutionary series of ‘ink blots’ which eventually join up as
opposed to driving through a revolutionary change.

Break down big projects into identifiable chunks and use them as the targets. Whilst we have
changed the College I think we have had to be revolutionary as opposed to evolutionary in our
approach. This may well be due to the scale of the need for change however I would advocate a
more incremental approach in the future. Big changes scare people and concepts are viewed as ‘pie
in the sky’ by the majority of the workforce. For the future I would seek to identify the totality of
change but to project manage the change in a series of identifiable activities that can be, understood
by the workforce, converted into SMART objectives, and as such leads to an evolutionary change
which would create less turmoil.

CONCLUSION

I recognise that my views are very personal in nature but I hope somewhere some aspect may
resonate with someone and that they may be of some use.

To me, the key to delivering change, innovation, and the daily output, sits with our people. It is
often said that people are an organisations biggest asset but I am not convinced that the words are
always backed by evidence. I suspect if you did a comparison of the ratio of funding spent on capital
equipment programmes versus that spent on developing our people it would be hugely in favour of
the former. Which, I find somewhat concerning when without people with the right skills to operate

and exploit the capital equipment it remains just a hunk of metal. How often does the training and
development budget get cut first when times are tight?

For those of us fortunate enough to be given the opportunity to lead people my experience is that if
you genuinely believe in their capabilities, invest time in their progress and achievements, and
recognise, value and respect them, you will be hugely rewarded by their increased output levels and
loyalty. Intuitively, I feel that as economic pressures continue to bite it is the responsibility of
leaders to ensure we keep the focus on the right issues and we keep in the back of our mind that
the more we divest ourselves of our people the less we will be able to achieve in the long run. It is
our people that make things happen.

If you are interested in how we as College performed over the four years, well we reduced costs by
around 20%, increased student and instructor satisfaction ratings massively, introduced blended
learning, increased student success ratings by over 15%, and became the de facto innovation
experts. There is still much to be done, but it’s not a bad success story given that it is the same
workforce we started with, albeit one that is somewhat up-skilled!

Finally, I would like to finish by making the comment that, leadership is not a job it is a life! I loved
my time in my leadership role, I was fortunate to be surrounded by some outstanding people and it
was made more enjoyable by not worrying about time watching but simply recognising that if you
commit to your workforce they reciprocate in spades. My family were instrumental in supporting
me in everything I did, and whilst they often had to take second fiddle to commitments at work, they
also recognised that my enjoyment at work transferred to our home life. However, I would also
caveat this comment by saying that you should make sure you make the time to give back to your
family, take holidays, give them time, and make sure you recognise their importance, In my view
having a secure home life gives you the basis and confidence to operate effectively at work and if it
works for you don’t forget the same applies to your workforce.

I hope this submission is seen in the light it is offered, a personal view, in a specific context, but as a
firm proponent of open learning it would be hypocritical of me not to throw them open to others.

Best of luck in your leadership role.

Garry

Leading change on the cheap

More Related Content

What's hot (20)

Viewers also liked (16)

Similar to Leading change on the cheap (20)

Recently uploaded (20)

Leading change on the cheap