Episode #23 (Part II): All about Change and Simple Thinking with Richard Gerver, Acclaimed Speaker, Author, and Instructor
In Part II of Leading Forward's Season One Finale, Christie spoke with Richard Gerver. Richard Gerver has been described as one of the most inspirational leaders of his generation. He is an award-winning speaker, bestselling author, and world-renowned thinker. Richard began his career in education, most notably as headmaster of the failing Grange Primary School. In just two years, he famously transformed the school into one of the most acclaimed learning environments in the world. He was celebrated by UNESCO and the UK Government for its incredible turnaround.
Richard has since transitioned to the global stage where he uses his trademark humor and natural style to deliver passionate, provocative and authentic speeches. He draws upon the first-hand experiences and unique insights garnered from frontline education to explore the links between great leadership, human potential, change, and innovation. His ability to connect experiences across many seemingly different environments helps people to expand their thinking and perception of potential. It is this authenticity and uniqueness which has helped Richard win him global acclaim and invitations to speak on the most recognized stages, including TED, the RSA and BBC radio.
The three core principles underpinning Richard's philosophy are communication, empowerment, and impact. He argues that great leadership is first and foremost about serving the needs of the people who work for you. His mantra: systems and structures change nothing; people do.
Highlights "All about Change and Simple Thinking"
Brand authenticity and integrity are the most important aspects to consumers.
Today there is a higher expectation of companies to support social issues.
“The great idea could come from anywhere, at any moment, and from any person-wherever, they are in the organization.”
If employees feel their job has value and meaning and can see the impact of their work-that becomes a very persuasive motivator for people.
Middle managers tend to face roadblocks by the people below them and above them.
“Senior management should change the culture and expect the middle managers to find the superstars below them, and that is how their performance is measured.”
If people’s pay is determined by outperforming people, then there is no incentive for collaboration and teamwork.
“Systems and structures change nothing, people do.” This is because oftentimes the systems and structures get in the way.
Organizational change requires a culture shift, and that takes time.
Starting small with organizational change can achieve results much quicker than attempting to change the entire organization by a singular launch date.
Taking people along with you means you “are not doing something to someone but they are along for the process.”
As teachers, parents, managers, and leaders we must remember challenges bring learning, and sheltering too much becomes a hindrance to a person’s potential.
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LEADING FORWARD breaks down professional assumptions through meaningful conversations that remind us all that leading, effectively, can and often does look different for each of us.
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