Peter F Gallagher Quotes

Deluded leaders and the ‘yes men’ that follow are barriers to successful organisational change" Peter F Gallagher Change Management Handbook - The Leadership of Change Volume 3

While delivering organisational change or improvements, one cannot be sure whether the main challenge is narcissistic and deluded leaders or the sheep that follow in abundance" Peter F Gallagher Change Management Handbook - The Leadership of Change Volume 3

Achieve employee change adoption through: Awareness, Understanding, Involvement, Learning and Motivation

Nothing remains the same and at some point in time, everything changes

If you do not change employee behaviour, you will not get organisational change and performance improvement"​

Nothing negatively impacts organisation performance quicker than an employee who resists change and who believes that the way they work today is the way they will work tomorrow

Change Leadership is action, not a position

Life is all about 'Continuous Never Ending Change and Improvement' (CNECI) as we grow, develop and regenerate

To the trolls, my work is about people, leadership and change. If the scribe reminds me of Churchill, dog and stone, then I have already wasted time

If it is difficult to change the behaviour of people so they are healthier and live longer, how difficult will it be to change employee workplace behaviour

Change Waits for No Leader

The best leadership teams have purpose, they are aligned on their strategic objectives, they are a high performing team and have change leadership skills to navigate 4IR

We are all cosmopolitan, what we are born into is an accident of birth, respect for difference, growth and learning is who we are

Many leaders get to the top of an organisation with skills less associated to leadership, but more the ability to eliminate greater competition on the way

I once knew one person in a leadership position who promoted diversity, unfortunately their policy excluded groups that were not aligned to his demeanour

A typical response when starting a change journey and engaging organisational leaders, it is not us, it is the employees below me that have the problem with change and improvement

Organisational change adoption must be made easier than keeping the old ways

Constructive feedback is leadership gift and driver of organisational behavioural change

From my experience, I see a high number of change initiatives fail, so why is it that change experts and leadership coaches continually praise organisations for their great efforts?

There are 3 groups of employees in any change journey: ‘Advocates’, ‘Observers’ and ‘Rebels’. Each reacts differently to organisational change and will have different levels of resistance

Effective change communication is at the heart of successful change, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation to the impacted stakeholders

Change everything, go through life never judging, never criticising and when a friend asks you for help, you ask how!

Change resistance is inevitable, ignore it at your peril

Change waits for no leader and the skills required for leading day-to-day operations are very different to change leadership

The micro facial expression of contempt when engaging leaders about preparing for their organisation's change is often the norm, matched only by their leadership of change knowledge

Fixed mindset leaders will quickly contaminate an organisation by killing growth and creativity, as well as promoting incompetence based on their likeness. This cycle will be replicated unless shareholders intervene ruthlessly

Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change

Too often the change team will engage a leader with success delusion, this look is obvious on their face when you enter their office. They think to themselves, ‘Who is this plebeian and dullard before me?’" Change Management Handbook - The Leadership of Change Volume 3

The change question all leaders should be able to answer Do you have a change vision, are you aligned on your strategic objectives, are you a high performing team and does you team have change leadership skills to lead the change or improvement that your organisation is facing?

Change Blindness is a condition, where people cling to an old belief without considering the future or better options

Change Agents with organisation credibility, Change Management skills and the desire to improve an organisation can greatly enhance Change Adoption and Benefits Delivery

It doesn’t matter which continent I am working in; I typically encounter three-employee change standpoints: Advocates, Observers and Rebels. However, to successfully implement organisational change management, we must engage, communicate and entice these three employee groups to get buy-in, change adoption and benefits realisation

Develop a compelling change vision that inspires employees with purpose and is aligned to the organisation’s strategy, values and beliefs

the greatest threat to human life on this planet is human behaviour