To Our Australian Clients ...
The warmer weather is starting to visit, and spring is so close we can almost smell it in the air. This time of the year usually represents growth and the blossoming of new life. Within business it is a good time to make sure, as in nature, that your organisation is providing the optimal environment for growth and productivity.
We at Blanchard International are firing on all cylinders at the moment with our Melbourne SLII® Public Program and our first Sydney Situational Team Leadership Public Program and Accreditation both coming up in mid September.
Following these events we are holding our inaugural Spring Equinox Breakfast. These Equinox Breakfasts are designed to bring our clients together to hear our Client Speaker’s talk about pressing issues in their organisations, and the strategies they are using to ensure optimal performance. We will also have the chance to share the very latest in Blanchard research, and of course, it gives all participants a chance to bounce ideas off each other and expand their knowledge.
Below is all the information you need to register for any of these upcoming events and we hope to see you soon.
Your Blanchard Team.
MELBOURNE
SYDNEY
SYDNEY
Who or What Is Killing Change?
August, 2009
It’s been 12 months since the American investment banking system collapsed, starting a domino-like financial crisis that eventually spread around the world. The good news is that the worst appears to be over; the bad news is that the hard work of rebuilding your business still lies ahead. This shift from immediate survival to planning the next steps is creating a new set of challenges for leaders explains Dr. Dick Ruhe, senior consulting partner with The Ken Blanchard Companies and coauthor of the business book Know Can Do!
"People have spent the last 12 months thinking about, "What if?" - What if they lop off my part of our organisation? What if they cut out my product line? What if the entire organisation goes under? When people are putting on their life jackets it is very difficult to ask them to simultaneously stay under sail. But once the immediate disaster is averted, it is important for leaders to chart a new course of action."
READ THE FULL ARTICLE
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