January 18, 2018


David’s approach rests on the following 15 critical elements in combination:-

  1. Commercial and industrial experience in the private sector from early career to board level, principally but not solely in technologically-intensive engineering businesses, supplying to both private and public sector customers.
  2. Credibility and the ability to develop trust and confidence with senior people and other staff quickly and effectively and establish a “critical friend” or “trusted adviser” relationship.
  3. Development and implementation of strategy.
  4. Willingness to supply energy and drive; to be respectfully impatient for the client; to bring a sense of urgency and pace; to keep attention on the important as well as the urgent; and even to provoke.
  5. Extensive education and training in science, engineering, and management.
  6. Experience in business creation and development, entrepreneurship, marketing and sales, key account / key partner management, and the ability to write persuasively and with clarity.
  7. Expertise in personal development and coaching.
  8. Expertise in leading organisational change and growth.
  9. Expertise in processes of group conversation and facilitation (and indeed mediation), and the personal presence to give effect to this in practice.
  10. Influence, deep listening, and structural understanding of interpersonal dynamics and teamwork.
  11. Understanding situations systemically and designing interventions, including in real time, based on that understanding.
  12. Perspectives drawn from experience with a broad range of organisations and situations.
  13. Programme management skills.
  14. Rapport and empathy with staff at all levels.
  15. A philosophy of identifying what needs to happen next and bringing energy and method to bear in that direction—in the jargon, having a “vision” for the client(s) and stimulating development to realise that vision; seeing what needs to be done that the client doesn’t know to ask for (or they would have done it already) and introducing that insight into the process.
  16. Practical solutions to provide “scaffolding” for new activities i.e. process detail.

The combination of these capabilities, all of which are essential, results in a holistic and versatile approach, and the ability to seem both similar to and be accepted by the client organisation but also different enough to be stimulating, thought-provoking, and change-making—to walk the fine line, in other words, between pointless acceptance and outright rejection. At times, this requires the courage to say things that may be productively challenging or to bring a group back to a difficult point and accept that the relationship may be put at risk—to put the client’s need ahead of any desire to be liked.

To discuss how David may be able to assist you, please email or call +44 (0)141 955 2104.

In the context of change management, it’s not what you do that makes the difference, it’s who you are when you do what you do. Gene Early

Sources  (personal contacts, in many cases)

Peter Senge, W. E. Deming, (systems); Chris Argyris (organisational learning); Abraham Maslow, Carl Jung (practical psychology); Alfred Korzybski, Virginia Satir, Milton Erickson, Richard Bandler, John Grinder, Robert Dilts, David Shephard, Sue Knight, Gene Early, and others (NLP); William Ury, Ken Cloke (mediation); Peter Thomson, Seth Godin (sales and marketing and the spread of ideas); Stephen Covey, Wayne Dyer, Marianne Williamson (timeless wisdom); David Bohm (dialogue); Roger Schwarz (leadership team facilitation); Barry Johnson (polarity management); Marshall Goldsmith (leadership and coaching) and many others.