March 2, 2026

Organizational Transformation

Organizational Transformation
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Season 1

We're going to deep dive into organizational and leadership transformation in “next‑generation” organizations.
My guest is Chris Rew, founder of Parallax Partnership and my regenerative life, leadership, and business coach since December 2024.
We’ll hear real stories about the messy middle of organizational transformation and how, as a change agent, you can apply a few approaches and tools to accelerate business for good!

REGENERATE is broadcast live Mondays at 10AM PT on K4HD Radio - Hollywood Talk Radio (www.k4hd.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com). REGENERATE TV Show is viewed on Talk 4 TV (www.talk4tv.com).

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This program is designed to provide general information with regards

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to the subject matters covered. This information is given with

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the understanding that neither the hosts, guests, sponsors, or station

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are engaged in rendering any specific and personal medical, financial,

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legal counseling, professional service, or any advice.

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You should seek the services.

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Of competent professionals before applying or trying any suggested ideas. Behoy.

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Captain David Gallimore welcomes you aboard the Regenerate Show live

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Monday's ten am Pacific on KFOHD Radio at KFOHD dot com.

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We dive into the real messy work of transforming our lives,

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leadership and organizations. Bring your hot mess and confusion. Lead

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with clarity, courage and confidence. Together, let's strengthen our resilience,

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accelerating the health of ourselves, people, plan and profits. Now

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here's your host, Captain Dave, your personal regenerator.

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All aboard, Welcome. I am so thrilled for kicking off

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episode four of Regenerate and our theme today is organizational

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transformation and I'm really blessed to have as our guest

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today Chris Rue. He's a co founder of Parallax Partners

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out of the UK, and he's a known regenerative kind

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of next generation leader and organizational thought leader, consultant and coach,

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and I'm blessed to have him as my business and

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regenerative life and leadership coach since December of twenty twenty four.

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You know, this is going to be a bit of

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a different show than we've had. The last three have

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been more focused on the individual, and with Chris's help,

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we're going to look at the messy middle of transformational

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organizations and especially around leadership in those organizations. Our show's

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promised to you, as you know if you've been here

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with us before, is to have fun. Because when we're laughing,

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we're learning to leave you inspired and to leave you empowered.

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And I will promise you that Chris Rue will not

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let me off the hook without having clarity and at

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least a couple next actions as we delve into organizational transformation.

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So I want to support you. We want to support

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you not just to survive, but to flourish. And I

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invite you to grab some paper, digital or old school paper,

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a pen so that you might be able to review

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a few notes and take some next actions. And so

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I'd like to at this time. Welcome Chris Rue from Wales.

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Chris, thank you very much, said David. It's a real

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pleasure to be here. And yes, I am in the

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wonderful country of Wales. We moved over here.

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I'm not here. Ye, hello, who you were, You're back.

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And the joys of joys of the Welsh weather being

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winter across. We do like our rain over here, so

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it has been throwing it down fairly recently, but it

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is a beautiful country. I'm very blessed to be here,

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and we moved over here as part of our own

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personal transformation. Interestingly enough, so we have lots of time

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to think and regenerate ourselves, so we try to practice

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what we preach.

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Yes, and I'm sure your dog River is just suffering

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mightily with no outdoor adventures and animals to go chase explore.

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Indeed, yes, no, she's exercising my voice because she can

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now run over glorious. I have a great fortune of

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being within the body of a two hundred and fifty

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acre farm, not mine, lie Hast, but we have the

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ability to roam across it, and therefore I am shouting

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across the fields on many an occasion.

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I'm on back.

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She does seem to rather like exploring, But there we

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are no recall isn't too bad on occasion, but there

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we are saying.

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You to have you and Sarah, your wife, who's just

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what a delight get to read her work around kind

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of tutor. And I understand you're quite involved with tutor

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reenactments and tours. It's a fascinating part of English history.

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Yes, well we are somewhat obsessed, maybe a bit of

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strong word, but we do rather enjoy the two. My

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good lady Sarah Morris has written a number of books

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on the subject of Henry eighth and his six wives,

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and she does enjoy the taking people around the wonderful

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locations that we have in the UK. And in fact,

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I just sort of meta through reenacting myself, and I

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do enjoy putting on the costumes and playing various Tudor characters.

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In very truth, I was playing Thomas Cromwell at the

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last week.

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Which was quite quite fun.

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So if I drop into tudories every now and again,

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I do apologize. But my fellow, you are in fine

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Fattle this Fiday.

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Oh fabulous, So you got to play some some darker

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characters in English history.

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Yes, I've misunderstood Thomas Cromwell. He had certainly had, he

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had his enemies. He was a very very capable man,

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but he did put through some very significant changes, and yes,

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get me started on the reformation of the monastery well.

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And of course that period was just blessed with terrific writing,

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Shakespeare among many indeed, indeed.

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And the changes that he wrote about were kind of

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interesting and have stood the test of time, and people

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still refer to them to create color for the life

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of people at that time. Out of his writing as

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well as his humor, some of which is quite dark

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as well, in terms of some of his plays, talking

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about Henry the sixth for example, but a subject of

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many of his conversations. But that's another story really, And

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if I could happily talk for this next hour about

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Tudor re enactment and Tudor history, and you could argue

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that it's one of the earliest reinventions of organizational structure

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that Henry VI eighth actually did. He was the architect

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of many changes.

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That still exist in the UK today.

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And yes, he wasn't popular in certain circles, a certain circles,

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and not least for his treatment of women in one

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sense did but he made some very significant changes to

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the structure of the way that the UK operates.

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Well, let's put that historic reference on pause for just

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a moment, but I would love to come back to it,

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because as we talk about, you know, the different color

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schemes of organizations from red to orange, et cetera, there

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may be some historic references that you want to bring us.

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Yes, well, you're leading us nicely into a conversation about

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teal or next generation leadership and the work of Frederick Laleu,

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who was something of an inspiration to myself and Sarah

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back in twentyeen, which I'm sure we'll come on to, yep.

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So before we do that, I would be remiss if

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our listeners didn't get a chance to get to know

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just maybe a little bit deeper for five or six minutes.

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So sadly, time is never our friend on a fifty

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minute radio show. But what's that one thing Chris, that

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you love to be or do that just gives you

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the most joy in your life.

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If you'd asked me about five years ago, it would

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have been talking about skiing and throwing myself off mountains

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at no other reason than for fun because it's just

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an absolute You can't think about anything else when you're

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looking down a great slope.

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So I do enjoy that immensely.

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But I say five years ago because that was about

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the last summer I went skiing, and having been obsessed

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with making our move to transform ourselves to come to Wales,

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that's not keep you occupied our time.

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But I do enjoy being out in the air.

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I wanted when we moved to be close to a

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beach so that I could enjoy the outside and the outdoors,

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the great outdoors. It does give me great joy and

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walking both with my good lady wife Sarah and the dog,

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and walking out and enjoying the country side and enjoying

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meeting people, which is which is part and possible what

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I've done really all my life essentially.

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Yeah, I mean you're getting to meet new neighbors, new

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ways of living. But is it fair to say it's

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a bit more country or rural versus where you were

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in the UK or where you were in the.

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Life in the Cotswolds, which if you know the UK,

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then the Cotswolds is fairly country as it were, and

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that this is definitely rural Wales, and we are as I.

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Alluded to earlier.

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Insconced in a wonderful, magical valley, Welsh valley with rivers

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at the bottom, and it's beautiful. So yes, we basically

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spend a lot of our time paddling around in wellies.

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Right now, this is quite cool.

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It's a beautiful, beautiful part of the world.

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But if we were going back to a bit more

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about me from way back when I've always sort of

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not been so much in the town, has been out

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in the country.

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I was actually born in kings Lynn.

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In Norfolk, So for those of you who knew the

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beautiful Norfolk country side, then that's where I came from.

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A beautiful boy they used to call them.

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And it's again a big country area full of tudor history,

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don't get me started. And we used to spend a

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lot of our time going around these things when I

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was a child, which is probably where I got some

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of my historical interests from, and spent many a happy

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day visiting those various sites. But then went off took

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had a career in the pharmaceutical industry for about twenty

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odd years, from carrying a bag all the way up

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to senior management, and I had a choice at one

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point of do I actually stay in the corporate playground

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and be an MD flying backwards and forwards across the

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pond effectively and or at least spending eighty two hundred

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days a year on a plane between various suppliers. Or

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I at the time had a three year old daughter,

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and do I really want to spend more time with her?

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So maybe I should set up a business, which is

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what I did. I was asked to help assist setting

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up a coaching business, so I went and joined a

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particular company.

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Set that up and haven't really looked back since.

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So I've now been coaching longer than I've worked in

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corporate industry. So twenty two January and one was when

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I became a COACHSESS applicating business. So it's twenty four,

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twenty five years now, after twenty odd years of working

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in the farhool industry.

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I know, I know, I look twenty seven do I mean?

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What can I say?

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You started when you were twelve? I get it, that's it.

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So one of the stories that I really appreciated about

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your origin story, Chris, was that you did come from

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a successful corporate experience and for life choice living your values,

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your family. You know, you decided to become an entrepreneur,

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and so you've been successful in pivoting from the corporate

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crazy I like to call it. And as a fellow

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Rord warrior, I know what it's like to be on

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the road one hundred percent. It's it's not your best

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dad energy when you get home after four and a

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half days on the road. So good on you to

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have made commitment to your daughter and your wife and yourself.

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Those are not easy choices because you make really good

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money in the corporate room and and the entrepreneurial world,

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you know it. It's definitely a roller coaster. One of

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the stories that you also shared, which I think might

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be kind of fun for our listeners, is how you

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decided not to go for coaching clients in the pharmaceutical industry,

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but you wanted to prove to yourself that you had

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what it took, that you had some really simple but

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effective modalities like the three sixty. Do you want to

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talk just briefly about kind of that pivot, And because

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I think a number of our listeners are coaches, are

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wont to be coaches, and this might be I mean,

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they're coming from the corporate world, So I thought might

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be kind of a fun personal transformation story. And the

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messy middle of that.

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Well, the messy middle is yeah, I mean it's all

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based around ego, isn't it. So yours truly was sitting

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there with a forty year old individual, thinking, yeah, OK,

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I'm going to make this happen, but how can I

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How can I do that in a manner that will

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give me energy and regenerate myself such that I am

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feeling powerful and engaged in that conversation. And I recalled actually,

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when I first went into the pharmaceutical industry that in vertcoms,

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I had to be convinced about the product that I

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was promoting. I had to fundamentally believe that this was

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the significantly better product than anything else available in the

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market in order that I could put the whole of

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myself behind promoting it and backing it and endorsing it.

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So I wanted to recreate the same sense of you're

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buying me because Chris Rue is the product if you like,

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and if you step out of that corporate crazy and

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you go across the apparent cliff, but it is only

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an apparent one, because of course you have agency you

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can do stuff. So I had to prove to myself

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to say right. In that case, my challenge to myself

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is that I must not get any business out of

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pharmaceutical industry. First, I need to prove the product I myself,

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my ability to deliver feedback and coaching approaches must be

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able to demonstrate that that is good enough, irrespective any

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personal connection I have or historical connection with the industry

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that I've been in twenty years. So that is exactly

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what I did. I focused, leaning of course into my

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historic sales energy and training in marketing experience from the

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corporate understanding that.

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But I did manage to get into Dell.

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Computers, who I'm sure everybody is aware of as a company,

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but they were my first client way back when, and

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so I ticked the box within i don't know, two

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months of kicking off, and it was a small little gig,

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but it was it was enough. It's like your first check,

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but the first check to get on the wall, keep it,

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remember it, and it was a validating moment for me,

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and it proved the product, which point I was then

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quite happy to give myself permission to.

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Go back and talk to something of the colleagues that

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I did.

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And you know, over the years, I've done obviously quite

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a lot of work in the healthcare industry because I

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have a natural bias into that space anyway, and we

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will clash a lot with botexs interestingly.

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Yeah, and so many clients I think appreciate that you

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understand their language, their cultures. It gives you an immediate

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shorthand to be able to communicate effectively.

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Yeah.

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I love that story and the fact that you prove

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to yourself and then once you get on the boards right,

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replicate that. Probably you. So we're we've got about ten minutes,

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Chris before the commercial break, and this is the opportunity

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maybe to pivot now toward this notion of transformational organization.

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And I don't know what you think, my friend, but

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I'm thinking if we just did a bit of a

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primer for our listeners on what has been the developmental

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stare step, if I can use that analogy or the

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spectrum of different organizational types leading up to teal, and

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we want to talk with you a little bit about

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teal and then after the break, I'm thinking be fun

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to to talk about what you've seen as some of

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the challenges of making a transition or transformation from I

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call it command and control of a lot of a

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lot of existing organizations are trying to be more next generation,

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but they're kind of putting lipstick on a pig, if

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I could be blunt. So do you want to talk

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to us a little bit about.

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That certain history?

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And let's bring in the tutor. What did Henry the

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eighth do? At some point?

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Well, I may just be able to do that because

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the spectrum effectively was illustrated by this work by Frederick

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Lalley wroteorbook Reinventing Organizations in twenty fourteen fifteen, and in fact,

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the very book I have here, and it is effectively

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applying the Richard of York gave battle in Vain either

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rainbow colors to red or orange, yellow, amber, et cetera.

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And he applied these colors across the space victrum of

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how organizations develop their consciousness effectively their effectiveness in leadership.

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So the most relevant ones were looking at He looked

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over a period of centuries and decades and years as

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opposed two hours and minutes, if you like, and it

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went all the way back to, if you like, earliest

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earliest colors, which actually weren't even on his earliest radar.

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But if we think about how families were brought together,

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they were brought together as units, and the whole purpose

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of the family was to forage, get food and survive.

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You go all the way back to one hundred thousand

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years plus ago, and so there wasn't that much need

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for management leadership too much. There was a little into

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tribe if you like, into family ructions on the borders,

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if you like, but everybody was really looking out for

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themselves and trying to keep the family unit together. There

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was relative equanimity in one perverse sense, between everybody.

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But what then happened is people human.

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Beings being human beings, realized that there was power to

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be had grabbed and there were therefore various ways of

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doing that. And the red, if you like, end of

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that spectrum would be if I basically take control and

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managed by fear and organize and control you by which

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if you don't agree with me, I'll simply chop your

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head off, then that would be a quite effective way

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of leadership. It was terrorizing people at tillover hunt. It would,

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if you like, be a red type approach. And you

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still see that strategy applied in certain strata of society

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even today, and that the failure, the price of non

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performance in those organizations is pretty terminal. So that's a

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structure if you like a leadership that people do today.

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But I would say, without being political, there's a number

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of dictatorships or becoming dictatorships all over the world that

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use that predator prey management style. You're with me, loyalty oaths.

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If you're not with me, you're gone.

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Yes, And of course the premise of that is entirely

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ego based, and it's centered around the leader and the

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leadership strategy being right, and there is no concept of

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the other. So if you move from in keeping that

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red space if you like, to the left hand side

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of a rainbow red, amber, yellow, green, and teal, which

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is where we're going across the spectrum if you like.

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So the red space is this at till of the

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hun if you like type piece. If you move into

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the amber orange site level, you're moving into a sense

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where consciousness is shifting and that people get a sense

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of the other, that the other actually exists and might

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have something to contribute. However, they're still being led, and

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they're still being led by a hierarchy. What people have

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learned from the red situation is that if I keep

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on chopping off heads, people tend to stop liking me

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after a while. And also I tend to lose my leadership,

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which isn't really that effective after a period of time.

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So maybe I can do something rather better and more productive.

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And so the idea if you like, of style that

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and most that are more contributory come to the fore,

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and you end up with more towards a command and control.

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But we're not trying to kill each other if you

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don't say if you don't agree with me, So that

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commander control piece really was in operation having moved away

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from the red of the likes of tribal warfare into

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the last thousand years, and you got that much more

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into the Henry the Eighth type absolute command and control.

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He was pretty good with the acts though, to be fair,

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so he did use quite a bit of fear effectively

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and getting rid of his eminent enemies one way or another.

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But that said, the closer you come towards today, people

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are then started to take more and more notice of

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the way that we actually lead and engage people and

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get people to do what we want to do so.

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Would you say, Chris that historically, maybe Henry the eighth

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was a bit of an organizational innovator and use roles

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and hierarchy.

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Well, he had a higher all around him, but it

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was the feudal It was that the nobility system that

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he used effectively, quite effectively, but it was very much in.

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A red way.

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I would suggest it really wasn't in a very empowering way.

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Let's say, I mean, the principle of meritocracy, if you like,

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really appeared in the amber orange area post this time,

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where people recognize the value of the people around them,

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and that if they could motivate them and engage them

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to get things done without them having to tell them

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every single step of the way what they wanted to do,

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or let fear do that, and they would be more productive.

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They would actually get more out of those people in

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order to do that. However, the fundamental, if you like,

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operating system that was used was still.

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A hierarchical one.

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So the hierarchy principle being down or up this pyramid,

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either information comes up to me and I make a decision,

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or I disseminate the information down but it still sits

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with me and when what I found in my coaching

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and Sarah was absolutely in the space, was that we

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were coaching people in the late nineties early noughties and

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putting them back into systems that were operating in this

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orange space, and very much and many businesses today still

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operate in this commander control structure, which is a hierarchical space.

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And it was one of the earliest arbiters of that

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was the model t Ford and Henry Ford and his systems.

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He really mechanized processes and he engaged in a hierarchical

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structure system which is still in operations day and broadly

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used today. But the challenge was, if that's an operating

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system that is like a PC, how do you create

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a MAC? How do you create iOS systems which just

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work and actually create meaning for people who work there.

400
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What we realized was that it was only those leaders

401
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who in their gift recognizes that recognized that the people

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around them could work far better if they were empowered

403
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and maybe able to make their own decisions, that that would.

404
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Be really, really helpful.

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So they would have to do something which you might

406
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come back to very shortly to elaborate that that continued

407
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journey that makes sense, I'm not sure how we.

408
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Are as so let's let's finish if we can through

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to Teal, and then we'll take a short break. Keep going.

410
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This is fascinating, and thank you so much for bringing

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in some of the Tudor history.

412
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Appreciate that. That's all right.

413
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So having migrated the fact from red through amber into orange,

414
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we're now moving into the green area, which, if you like,

415
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the amber orange is really up to the eighties nineties,

416
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and the best example of orange you could think about

417
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the Enron scandal, where the whole purpose was really everybody

418
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was worrying about the shareholder value, not about the people

419
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employed in Enron.

420
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There's one of the examples that often we talk about

421
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going back in.

422
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Time, but if you think about the movement then from

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into the into the green.

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Place, which is a re enter for Teal.

425
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This is sort of in the period of the naughties,

426
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really two thousand into twenty ten, and you see their

427
00:24:08.160 --> 00:24:11.000
people and late nineties people were reacting because they were saying,

428
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I'm not I am a person, I have an individual,

429
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I have thought, I have capability. I'm not a number

430
00:24:17.279 --> 00:24:19.559
or a widget to be doing that little part of

431
00:24:19.599 --> 00:24:22.920
the process down here that people have mechanized me into

432
00:24:23.440 --> 00:24:26.279
So we have a lot in this green space which

433
00:24:26.359 --> 00:24:30.079
is metaphors of family values associated with it, if you like.

434
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So the family, the principle of the family, which is

435
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listening and supporting and engaging people. But it also very

436
00:24:36.039 --> 00:24:40.559
much sits in the world of pluralism and accepting all

437
00:24:40.640 --> 00:24:44.160
the voices by everybody should be heard in principle. A

438
00:24:44.200 --> 00:24:46.599
great idea, But have you ever tried running a meeting

439
00:24:46.599 --> 00:24:49.720
of thirty people where everybody has to be heard. It's

440
00:24:49.759 --> 00:24:53.799
a great challenge, isn't it. So therein in that problem

441
00:24:53.880 --> 00:24:56.720
lies the challenge of how do you get a situation

442
00:24:56.880 --> 00:24:59.359
where everybody can be heard and be considered and be

443
00:24:59.400 --> 00:25:02.160
pointing in this same direction from a leadership standpoint. But

444
00:25:02.240 --> 00:25:05.039
we can't wait for thirty people to talk. It will

445
00:25:05.119 --> 00:25:07.440
literally take far too long. And then by the time

446
00:25:07.480 --> 00:25:10.240
the thirtieth persons finished talking, the first two have disagreed

447
00:25:10.319 --> 00:25:11.759
violently with whatever was being said.

448
00:25:11.759 --> 00:25:15.319
At twenty seven, you know you need it just comes up.

449
00:25:15.359 --> 00:25:18.759
The work slows everything down, So consensus management consensus leadership

450
00:25:18.799 --> 00:25:23.000
has often been illustrated as relatively ineffective leadership.

451
00:25:23.039 --> 00:25:24.319
It slows everything down.

452
00:25:24.400 --> 00:25:26.680
Yes, you get everybody on the train, but the train

453
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is the last in the station of the fifth tration

454
00:25:29.119 --> 00:25:31.759
back because everybody else has actually made it to the

455
00:25:31.759 --> 00:25:35.720
concert on time and there's no room now. So teal

456
00:25:35.920 --> 00:25:38.519
was born out of a requirement to think, we have

457
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to change that system, and I wonder what would happen.

458
00:25:41.640 --> 00:25:44.240
Instead of having a hierarchy of leadership decisions, we had

459
00:25:44.240 --> 00:25:47.559
a hierarchy of purpose, and we correct networks of teams

460
00:25:47.599 --> 00:25:52.720
who all understand their purpose independently and work independently, knowing

461
00:25:52.720 --> 00:25:56.000
where they're all focused on, and maybe maybe we might

462
00:25:56.039 --> 00:25:59.799
get rather better at it. Then the parallel or metaphors

463
00:25:59.799 --> 00:26:03.519
off used for that is the amiba that it envelops

464
00:26:03.559 --> 00:26:05.240
a little piece over here, and it envelops a little

465
00:26:05.240 --> 00:26:06.000
piece over here.

466
00:26:06.599 --> 00:26:08.759
It can move independently in that sense.

467
00:26:09.279 --> 00:26:11.079
But that's also not to say that there's a single

468
00:26:11.119 --> 00:26:13.200
celled organization that hasn't got a clue what's going on,

469
00:26:14.559 --> 00:26:18.039
has its own flaws as a parallel, But so.

470
00:26:18.119 --> 00:26:21.079
The wa to think of it as more like to

471
00:26:21.240 --> 00:26:25.519
your organization is like a forest that communicates, and it

472
00:26:25.640 --> 00:26:32.079
has this idea of seasonality and independence, but it communicates.

473
00:26:32.319 --> 00:26:34.759
So you you remind me of some fantastic work by

474
00:26:34.799 --> 00:26:39.400
Gerled Sutchins and around the whole role if you like,

475
00:26:39.400 --> 00:26:42.920
of nature in one sense as a great metaphor for

476
00:26:43.079 --> 00:26:46.480
the way that everything is connected until thinking next generation

477
00:26:46.559 --> 00:26:50.279
thing bases itself very much on the connections that an

478
00:26:50.359 --> 00:26:53.960
organization is very much that things people that are connected,

479
00:26:54.039 --> 00:26:57.359
and that if you can actually harmonize and harness that

480
00:26:57.759 --> 00:27:02.400
thinking and harness the collective purpose, and you're really really

481
00:27:02.440 --> 00:27:05.039
onto something and the truth. The reason that we started

482
00:27:05.079 --> 00:27:09.000
in Paradax to do more organizational development and culture work

483
00:27:09.480 --> 00:27:12.319
was the old Peter Drucker statement, you know, culture eat

484
00:27:12.359 --> 00:27:14.839
strategy for breakfast, because if you get the culture right,

485
00:27:14.839 --> 00:27:18.160
then whatever strategy you choose to in part is far

486
00:27:18.240 --> 00:27:21.240
more likely to engage and be succeed and be successful

487
00:27:21.440 --> 00:27:22.559
within that organization.

488
00:27:22.880 --> 00:27:27.160
So let's pause for the moment on this, and if

489
00:27:27.200 --> 00:27:31.079
you're enjoying this information that Chris has been sharing, I

490
00:27:31.160 --> 00:27:35.640
invite you to join the Regenerate community on substack or

491
00:27:35.680 --> 00:27:39.240
Regeneration in real life. We'll be right back after this

492
00:27:39.440 --> 00:27:42.599
valuable offer. Please stay tuned for more of Chris Ruth's

493
00:27:42.799 --> 00:27:47.440
transformational organization and the messy middle of transformational leadership.

494
00:27:49.519 --> 00:27:53.880
You're listening to Regenerate with Captain Dave, your personal regenerator

495
00:27:54.000 --> 00:27:55.680
on K for HD Radio.

496
00:27:56.319 --> 00:27:57.200
We'll be right back.

497
00:28:01.000 --> 00:28:04.880
Are you feeling overwhelmed? Are you ready to regenerate and

498
00:28:05.000 --> 00:28:09.440
live the life of your dreams? Start the transformation now

499
00:28:10.039 --> 00:28:13.480
called Captain Dave at two five three two three seven

500
00:28:13.880 --> 00:28:19.720
two five five eight. Stop overthinking again call two five

501
00:28:19.839 --> 00:28:24.279
three two three seven two five five eight, or go

502
00:28:24.440 --> 00:28:30.160
to regenerativeworldgroup dot com to book a free, no obligation

503
00:28:30.480 --> 00:28:36.720
clarity call. Let's get back to regenerate right here on

504
00:28:36.799 --> 00:28:41.640
K FOURHD Radio for more life changing transformations. Here as

505
00:28:41.720 --> 00:28:45.200
your host, Captain Dave, your personal regenerator.

506
00:28:46.200 --> 00:28:49.720
Welcome back. So if you're just now joining us, I've

507
00:28:50.079 --> 00:28:54.640
thoroughly enjoyed our conversation with my friend and business coach,

508
00:28:54.960 --> 00:28:59.920
regenerative life and leadership transformation coach Chris Rue from Parallax

509
00:29:00.279 --> 00:29:03.839
Partners also Midlife Warrior, which we want to talk about

510
00:29:03.880 --> 00:29:05.720
near the end of the show because I think that's

511
00:29:05.759 --> 00:29:08.880
a really exciting initiative that you and Sarah and others

512
00:29:08.920 --> 00:29:12.599
are doing in the world. So Chris is a very

513
00:29:12.759 --> 00:29:20.400
experienced transformational thought leader, consultant coach. He's passionate about supporting

514
00:29:20.440 --> 00:29:23.799
and developing leaders beyond their current capacity. I can tell

515
00:29:23.799 --> 00:29:27.559
you that's what he's delivered for me, very outcome based coaching.

516
00:29:28.079 --> 00:29:31.400
And we've been talking about the theme organizational and leadership

517
00:29:31.440 --> 00:29:37.119
transformation and partly the messy middle of how organizational consciousness

518
00:29:37.160 --> 00:29:42.039
has been evolving since the tribal off with his head

519
00:29:43.000 --> 00:29:47.200
era of red organizations and moving our way up that

520
00:29:47.279 --> 00:29:53.880
spectrum to TEAL or purpose driven, self managed, evolutionary purpose

521
00:29:54.880 --> 00:29:58.319
kind of an organization. So, Chris, before we talk maybe

522
00:29:58.359 --> 00:30:03.039
about a specific example that you have had experience with

523
00:30:04.359 --> 00:30:08.839
helping organizations move from shall I say, a lower part

524
00:30:08.839 --> 00:30:12.799
of the rainbow spectrum and aspiring to become not just

525
00:30:13.240 --> 00:30:18.440
lipstick or marketing spin evolutionary purpose and self manage, but

526
00:30:18.559 --> 00:30:24.000
actually really trying to make a fundamental consciousness and design

527
00:30:24.079 --> 00:30:28.400
their organization to be in alignment with those values of TEAL.

528
00:30:29.039 --> 00:30:31.240
Anything that you wanted to say before we jump into

529
00:30:31.279 --> 00:30:34.960
a specific example about the TEAL organization.

530
00:30:36.400 --> 00:30:39.960
Only that TEAL is not a one stop shop, so

531
00:30:40.039 --> 00:30:45.000
that it's based upon three fundamental principles of engaging with

532
00:30:45.079 --> 00:30:47.799
evolutionary purpose. So we're getting really clear about what it

533
00:30:47.839 --> 00:30:52.880
is you're doing employing self management techniques and approaches and

534
00:30:53.200 --> 00:30:58.920
having a concentrated focus on wholeness wholeless practices. There are

535
00:30:58.960 --> 00:31:02.319
three principles guide the general principle of TEEAL or next

536
00:31:02.319 --> 00:31:06.359
generation leadership. That said, every single organization creates its own

537
00:31:06.400 --> 00:31:09.240
bespoke version of that. So you may have these three headings,

538
00:31:09.480 --> 00:31:12.799
but how each organization interprets that is very different, and

539
00:31:12.839 --> 00:31:15.880
it really leans into maybe the heritage of that organization

540
00:31:15.960 --> 00:31:18.640
or what it supports.

541
00:31:18.799 --> 00:31:20.119
Or the way that it operates.

542
00:31:20.839 --> 00:31:23.359
And there are some fantastic organizations out there that illustrate

543
00:31:23.400 --> 00:31:27.039
these points, and I'm happy to elaborate and monitor them,

544
00:31:27.119 --> 00:31:28.839
and certainly I can give you a personal experience of

545
00:31:29.319 --> 00:31:31.920
organizations that we've helped that might be useful.

546
00:31:32.240 --> 00:31:35.400
Yeah, I think putting a face on this would be

547
00:31:35.440 --> 00:31:38.880
incredibly helpful, And maybe if I could just start the

548
00:31:39.680 --> 00:31:43.640
idea of specific types of organizations as we move our

549
00:31:43.680 --> 00:31:47.720
way through that spectrum. So the military in most countries,

550
00:31:48.039 --> 00:31:51.599
would you claim that that's probably kind of reddish moving

551
00:31:51.640 --> 00:31:54.480
into the orange.

552
00:31:54.720 --> 00:31:58.519
It's really interesting because the military is often used as

553
00:31:58.519 --> 00:32:02.240
an orange metaphor. However, I have acustom to that, and

554
00:32:02.279 --> 00:32:05.839
that is that the military actually understand leadership and servant

555
00:32:05.920 --> 00:32:09.519
leadership rather better than almost anybody else. If you've ever

556
00:32:09.559 --> 00:32:12.759
heard the phrase of the lieutenants or lift tenants, or

557
00:32:13.240 --> 00:32:20.200
on which sailor the pondert and the platoon eating first,

558
00:32:20.279 --> 00:32:23.480
and the guys going first rather than the officers, then

559
00:32:23.559 --> 00:32:26.079
you get the idea of servant leadership. And it's not

560
00:32:26.799 --> 00:32:28.519
necessarily about that. You need people are going to make

561
00:32:28.559 --> 00:32:33.400
strategy and have and interpret strategy and deliver actions. Well,

562
00:32:33.960 --> 00:32:36.200
it's not as simple as just saying, yeah, the mility

563
00:32:36.240 --> 00:32:39.160
is all about command and control. Actually, the military are

564
00:32:39.279 --> 00:32:43.480
superb at leadership and they should be. We hope they

565
00:32:43.519 --> 00:32:45.960
would be, and they are, and they have an awful

566
00:32:46.000 --> 00:32:48.759
lot of lessons. But if you look and dive deeply

567
00:32:48.799 --> 00:32:51.640
into it, it's so much more than command control.

568
00:32:51.680 --> 00:32:53.839
It's not just there it is going do it, do

569
00:32:53.880 --> 00:32:54.400
as you're told.

570
00:32:54.640 --> 00:32:54.759
Now.

571
00:32:54.839 --> 00:32:56.920
They have to interpret, they have to react, they have

572
00:32:56.960 --> 00:33:00.720
to flex. And a very good partner of ours often

573
00:33:00.799 --> 00:33:05.319
refers to the Prussian battles in the Prussian War, where

574
00:33:05.319 --> 00:33:07.759
a two hundred and fifty thousand strong army beat a

575
00:33:07.799 --> 00:33:11.240
three million Prussian army because of its ability to be

576
00:33:11.319 --> 00:33:14.359
agile and move around and react quickly, rather than the

577
00:33:14.359 --> 00:33:17.000
slow command and control orders going all the way up

578
00:33:17.000 --> 00:33:18.920
to the general's at the top and taking an hour

579
00:33:19.000 --> 00:33:20.799
or two to get all the way back down. A

580
00:33:20.839 --> 00:33:25.599
classic old school but illustration of the problem with hierarchical

581
00:33:25.640 --> 00:33:31.440
development as opposed to local people, local colonel's, local captains,

582
00:33:32.000 --> 00:33:34.359
knowing the main event, knowing the main purpose of what

583
00:33:34.480 --> 00:33:36.680
was going to do, and they could operate for themselves

584
00:33:36.759 --> 00:33:41.839
to take the particular peace. So it's just not that

585
00:33:41.880 --> 00:33:44.480
black and white, unfortunately, but it is an interesting.

586
00:33:44.160 --> 00:33:47.680
So glad, I'm so glad that you remind me of

587
00:33:47.720 --> 00:33:53.839
that newance, because yes, it is quite remarkable how the military,

588
00:33:53.880 --> 00:33:57.240
and certainly the modern military, at least in our country,

589
00:33:57.680 --> 00:34:03.720
where if a commander gives you an instruction an order

590
00:34:04.160 --> 00:34:07.960
and it's not supporting the constitution, or it's it's not legal,

591
00:34:08.440 --> 00:34:10.280
and then I know there's a lot of interpretation about

592
00:34:10.280 --> 00:34:15.000
what is legal, but the officer or even the true

593
00:34:15.039 --> 00:34:19.039
person in true man or woman, has an obligation to

594
00:34:19.119 --> 00:34:23.440
challenge that order. And that's very much well beyond red

595
00:34:23.480 --> 00:34:27.639
and orange and green, right, that's really evolutionary purpose and

596
00:34:28.039 --> 00:34:29.079
self managed.

597
00:34:29.360 --> 00:34:33.480
And it's empowerment. It's local empowerment and distributed leadership. So

598
00:34:33.599 --> 00:34:36.519
people actually have the opportunity to make a say hey, no,

599
00:34:37.159 --> 00:34:39.239
don't go that way, go this way, otherwise you're going

600
00:34:39.280 --> 00:34:42.239
to get a head blown off. Otherwise you end up

601
00:34:42.280 --> 00:34:44.960
with You look at the Civil Wars and people want

602
00:34:45.079 --> 00:34:50.280
marching marching into battle because that was the order calen fadder.

603
00:34:50.599 --> 00:34:55.000
Very simple, simple, but different examples. So coming back to

604
00:34:55.119 --> 00:34:58.920
leadership in the modern day, the idea though, has some similarities.

605
00:34:58.960 --> 00:35:01.840
So as you come up color band, you get to

606
00:35:02.079 --> 00:35:09.280
much more distributed, enable, engaged leaders letting go of their crowns.

607
00:35:09.320 --> 00:35:12.559
And in fact Ricardo, a sembler of SEMCO, said exactly

608
00:35:12.639 --> 00:35:15.599
that we're asking leaders to let go of their crowns

609
00:35:15.960 --> 00:35:19.239
because the principle of this is asking tier leaders to

610
00:35:20.079 --> 00:35:24.159
raise their consciousness and massively increase their coaching skills to

611
00:35:24.320 --> 00:35:27.119
enable others to do their work, rather as all the

612
00:35:27.159 --> 00:35:28.559
decisions sitting on their.

613
00:35:28.400 --> 00:35:32.280
Shoulders and everything coming back to them. They don't know.

614
00:35:32.480 --> 00:35:36.480
There's an apparent loss of control is what people worry about.

615
00:35:36.599 --> 00:35:40.039
But actually if you ask anybody who's gone through some

616
00:35:40.079 --> 00:35:43.519
delegation development, you actually find that if you've got people

617
00:35:43.559 --> 00:35:46.599
who are delegating effectively to you gain control, you don't

618
00:35:46.639 --> 00:35:47.320
lose control.

619
00:35:47.639 --> 00:35:52.559
That's been my experience as a leader of high performance teams.

620
00:35:52.920 --> 00:35:56.199
It's really creating that environment where people can come and

621
00:35:56.239 --> 00:35:58.800
do their best and most creative work, and the people

622
00:35:58.840 --> 00:36:01.480
that are closest to the work and have the greatest

623
00:36:01.559 --> 00:36:04.400
innovations and insights about how to do the work with

624
00:36:04.519 --> 00:36:09.840
higher quality or cost effectively, but yet coordinated so that

625
00:36:09.880 --> 00:36:12.719
the left hand and the right hand are working together.

626
00:36:13.039 --> 00:36:15.960
So you had a specific example that you wanted to

627
00:36:16.039 --> 00:36:22.079
share about a company that you personally had your fingerprints

628
00:36:22.119 --> 00:36:24.559
in helping guide them through their transformation.

629
00:36:25.119 --> 00:36:29.320
So there was an an organization that we helped and.

630
00:36:30.800 --> 00:36:35.440
They adopted the principles, these next generation principles in that organization.

631
00:36:35.760 --> 00:36:37.239
And the short.

632
00:36:37.039 --> 00:36:41.000
Version, bearing in mind time, is that because the leader

633
00:36:41.159 --> 00:36:44.800
a number one, let go and enabled and recognized and

634
00:36:44.840 --> 00:36:46.960
he would say, it's all about people, isn't it? Because

635
00:36:47.000 --> 00:36:51.239
it is, and you let people come up with their ideas.

636
00:36:51.280 --> 00:36:55.159
He gave them real challenge and clarity on the purpose

637
00:36:55.199 --> 00:36:57.360
of why they were there, and then let some people

638
00:36:57.400 --> 00:37:00.000
run with it. And if this was in a biotech area,

639
00:37:00.119 --> 00:37:03.800
And the short version is that essentially we then we've

640
00:37:03.840 --> 00:37:06.400
been working with them for about six months and they

641
00:37:06.599 --> 00:37:09.559
had gone to the extent where people were feeling that

642
00:37:09.679 --> 00:37:12.280
empowered and engaged that they could go off and work together.

643
00:37:12.639 --> 00:37:16.360
This particular group had put taking themselves off, taking off

644
00:37:16.400 --> 00:37:18.519
to do a particular piece of work around part of

645
00:37:18.559 --> 00:37:22.519
the piece that they were working on, and effectively shaved

646
00:37:22.519 --> 00:37:25.360
three months off the development life cycle on their own

647
00:37:25.400 --> 00:37:28.639
bat without asking permission or whatever, which was just outstanding

648
00:37:28.639 --> 00:37:30.400
because they felt if we do this, we do that

649
00:37:30.440 --> 00:37:32.280
we do, and they could prove the case and then

650
00:37:32.320 --> 00:37:34.119
they could take that back and say, here, look at this,

651
00:37:34.119 --> 00:37:35.719
this is what we've done, this is how it can work,

652
00:37:35.760 --> 00:37:37.639
and this is what we could do. What's not to

653
00:37:37.800 --> 00:37:40.199
like about that? They didn't have to go at the

654
00:37:40.199 --> 00:37:42.840
flagpole and down the flag pole to get permission for

655
00:37:42.920 --> 00:37:43.760
each step of this.

656
00:37:44.440 --> 00:37:47.360
They've just gone on and did it. And I mean that's.

657
00:37:47.159 --> 00:37:50.719
A very very good example of what happens if you

658
00:37:50.800 --> 00:37:54.480
let people be creative. Give them the outline of the

659
00:37:54.519 --> 00:37:57.199
football pitch and say that's where you can play, but

660
00:37:57.280 --> 00:37:58.480
you can do whatever you like in it.

661
00:37:58.719 --> 00:38:03.159
See the things that I have been learning from you,

662
00:38:03.840 --> 00:38:09.280
And as I read more of Frederick Lrue's book which

663
00:38:09.360 --> 00:38:10.320
just escaped.

664
00:38:10.000 --> 00:38:12.800
Me, Reinventing Organizations.

665
00:38:12.280 --> 00:38:17.679
That's it. Thank you is how vital the willingness of

666
00:38:17.760 --> 00:38:22.599
the leader to kind of suck at this transformation a

667
00:38:22.679 --> 00:38:26.679
little bit right there. They may initially be very supportive

668
00:38:26.679 --> 00:38:31.599
of it because they understand intellectually everything that you've just described,

669
00:38:31.760 --> 00:38:37.280
but emotionally or their identity, if it doesn't shift as

670
00:38:37.280 --> 00:38:42.320
the organization is transforming itself, it can blow up. Is

671
00:38:42.320 --> 00:38:43.000
that correct?

672
00:38:43.800 --> 00:38:49.079
Effectively? Yes, If if the CEO or the ND or

673
00:38:49.159 --> 00:38:50.920
the guy.

674
00:38:50.719 --> 00:38:53.880
At the top is not on board with this, ultimately

675
00:38:54.519 --> 00:39:00.320
it will fall over because they will at some point

676
00:39:00.880 --> 00:39:03.679
nervous about the fact that there is something that I

677
00:39:03.719 --> 00:39:06.639
am not directly telling people to do X, Y and z,

678
00:39:07.239 --> 00:39:08.599
And it's one.

679
00:39:08.440 --> 00:39:09.000
Of those things.

680
00:39:09.039 --> 00:39:12.199
If I see the results, fine, but if I don't,

681
00:39:12.239 --> 00:39:14.400
then I'm going to come over you like a town

682
00:39:14.400 --> 00:39:16.960
of bricks. And that has a problem in terms of

683
00:39:17.039 --> 00:39:19.559
the tone and the piece that's being set. You're still

684
00:39:19.599 --> 00:39:24.039
really applying a commander control piece as opposed to saying, I.

685
00:39:24.000 --> 00:39:26.440
Don't know where we're going. This is the ambition.

686
00:39:26.960 --> 00:39:28.880
I know you're an expert in that particular field, and

687
00:39:28.880 --> 00:39:30.679
you're an expert in that particular field. I need you

688
00:39:30.719 --> 00:39:32.559
guys to go away and come up with something. Let's

689
00:39:32.559 --> 00:39:35.119
see where we go, and I'm here to enable you

690
00:39:35.280 --> 00:39:36.119
to move forward.

691
00:39:36.360 --> 00:39:36.760
SOW.

692
00:39:37.519 --> 00:39:40.480
What they have to be strong on is being really

693
00:39:40.519 --> 00:39:44.360
clear on the purpose, being clear on helping people focus

694
00:39:44.440 --> 00:39:47.440
in the right direction. But they are not, to your

695
00:39:47.480 --> 00:39:50.559
earlier point, the people who actually know what's going on

696
00:39:50.599 --> 00:39:53.280
at the cold Flash directly, they can't. They're just simply

697
00:39:53.320 --> 00:39:57.199
not Nobody has that capacity. I've long said, you know,

698
00:39:57.199 --> 00:39:58.960
if you've got a team of ten people and you

699
00:39:59.000 --> 00:40:01.559
increase everybody in that team by five percent, you've got

700
00:40:01.559 --> 00:40:04.960
a fifth percent improvement in the interval productivity of the team.

701
00:40:05.079 --> 00:40:06.800
You're not going to get a fifth percent improvement in

702
00:40:06.840 --> 00:40:10.960
the productivity of the leader. So there's a fundamental exercise

703
00:40:11.039 --> 00:40:14.960
problem in trying to assume from your own ego that

704
00:40:15.000 --> 00:40:17.559
if I improve myself that would be brilliant, that will

705
00:40:17.599 --> 00:40:19.880
do the whole thing. The development work that the leaders

706
00:40:19.920 --> 00:40:22.400
have to do is much more about letting go, but

707
00:40:24.639 --> 00:40:29.360
by engaging and involving their leaders in the outcomes that

708
00:40:29.400 --> 00:40:32.119
they want, in the purpose that they want. Letting go

709
00:40:32.280 --> 00:40:35.760
is not abdication, it is involvement and dissemination.

710
00:40:36.400 --> 00:40:40.400
And to that point well articulated, thank you so much.

711
00:40:40.840 --> 00:40:42.920
One of the things that you and I have been

712
00:40:43.239 --> 00:40:49.320
exploring together and we have some interesting opportunities with a

713
00:40:49.400 --> 00:40:55.360
fast growing software company. Is this deliberty developmental organization DdO?

714
00:40:55.840 --> 00:41:00.280
Can you describe a little bit about culture change and

715
00:41:00.320 --> 00:41:06.239
how you, Sarah and others have successfully facilitated this leadership

716
00:41:06.719 --> 00:41:11.199
transformation and maybe providing some scaffolding, some support for the

717
00:41:11.280 --> 00:41:15.480
leader who might get scared and try to return to

718
00:41:15.519 --> 00:41:18.239
the command and control comfort zone.

719
00:41:18.519 --> 00:41:22.280
So deliberately developmental organizations.

720
00:41:21.719 --> 00:41:27.519
As the name suggests, those organizations who really fundamentally believe

721
00:41:27.559 --> 00:41:33.760
in the principles of feedback that they look at the

722
00:41:33.800 --> 00:41:37.639
opportunity for everybody to understand and recognize that they are

723
00:41:38.119 --> 00:41:41.840
lord human beings, that we're all working on something. The

724
00:41:41.920 --> 00:41:45.239
leader at the top or the personal new person just

725
00:41:45.239 --> 00:41:47.599
coming in, we're all learning every day to school, they

726
00:41:47.599 --> 00:41:48.960
we're all learning something.

727
00:41:48.719 --> 00:41:49.840
And there's always something going wrong.

728
00:41:50.000 --> 00:41:52.760
The difference with the deliberately developmental organizations is that they

729
00:41:52.800 --> 00:41:57.639
make it overt, so they essentially will have something like

730
00:41:57.679 --> 00:42:01.000
a bulletin board or transparency on the HR processes that

731
00:42:01.000 --> 00:42:05.079
they engage in that recognizes that, yeah, I'm Chris, I

732
00:42:05.159 --> 00:42:06.880
talk an awful lot, and in fact, if I'm in

733
00:42:06.920 --> 00:42:09.960
a meeting, I might over over talk, I might try

734
00:42:10.000 --> 00:42:11.719
and take over the meeting, or want to hear the

735
00:42:11.760 --> 00:42:13.920
sound of my own voice, so my development piece is

736
00:42:14.039 --> 00:42:16.800
shutting up, and I would share that, and it would

737
00:42:16.840 --> 00:42:21.280
be available for everybody to know that. And likewise, someone

738
00:42:21.280 --> 00:42:24.920
else in the room may want to build their experience

739
00:42:25.039 --> 00:42:27.239
or their ability to run meetings, or their ability to

740
00:42:28.400 --> 00:42:31.159
have their opinion heard, and they're rather shy and retiring

741
00:42:31.239 --> 00:42:34.639
or introverted, and they want that would equally well be available.

742
00:42:34.679 --> 00:42:36.719
And at the end of meetings, and very much part

743
00:42:36.719 --> 00:42:38.800
and parcel of how they manage and lead with each other,

744
00:42:39.280 --> 00:42:42.719
they would be sharing and setting goals and setting development

745
00:42:42.760 --> 00:42:46.719
opportunities and ideas. I'm asking Chris to take notes this

746
00:42:46.760 --> 00:42:48.440
meeting because we're not going to hear because I know

747
00:42:48.480 --> 00:42:50.960
he's trying to work on actually keeping quiet. So what

748
00:42:51.000 --> 00:42:52.719
we're going to do is we're going to give him

749
00:42:52.920 --> 00:42:55.920
the task of making notes this meeting, which is a

750
00:42:56.000 --> 00:42:58.440
nice way of turning me up, but it does at

751
00:42:58.519 --> 00:43:00.519
least ask me to say, what was it exactly you said?

752
00:43:00.960 --> 00:43:03.960
I just confirmed I'm making it, but you kind of.

753
00:43:03.880 --> 00:43:07.039
Game mind would be adding too much value. So I

754
00:43:07.079 --> 00:43:10.239
would be invited to be a note taker as well.

755
00:43:12.599 --> 00:43:14.519
So you've got opportunities with it.

756
00:43:14.559 --> 00:43:17.800
And then vidio organizations really embraced this, and they embrace

757
00:43:17.880 --> 00:43:20.920
the principle of feedback, and therefore they work on a

758
00:43:20.960 --> 00:43:23.400
feedback culture. So everything is how did that go? Did

759
00:43:23.400 --> 00:43:25.159
that go well? What did work for you? What didn't

760
00:43:25.159 --> 00:43:27.199
work for you? And I'm listening to it because I

761
00:43:27.239 --> 00:43:29.559
recognize I'm not perfect and you and I recognize you

762
00:43:29.599 --> 00:43:32.519
are not perfect. Between us, we've asked them a fantastic thing,

763
00:43:32.679 --> 00:43:34.480
but we did it because we recognized and work with

764
00:43:34.519 --> 00:43:37.119
each other rather than getting really cross really quickly because

765
00:43:37.119 --> 00:43:39.159
you're not listening to me, and I know what I'm

766
00:43:39.159 --> 00:43:41.400
saying is right and you're definitely wrong because you haven't

767
00:43:41.440 --> 00:43:41.840
listened to it.

768
00:43:42.000 --> 00:43:45.000
So Chris not to put you on the spot. And

769
00:43:45.760 --> 00:43:49.559
from your experience, if organizations are willing to stay the

770
00:43:49.639 --> 00:43:54.599
course and move from traditional command and control or what

771
00:43:54.639 --> 00:43:57.679
I like to call lipstick on a pig, they structurally

772
00:43:57.719 --> 00:44:01.239
have not really changed, but they give they're employees web

773
00:44:01.280 --> 00:44:05.440
servers that they want to empower them and evolutionary purpose.

774
00:44:05.519 --> 00:44:09.800
But the organization really isn't there. If somebody, a leader listening,

775
00:44:10.360 --> 00:44:14.840
is able to stay the course and go through this

776
00:44:14.920 --> 00:44:19.400
messy middle of a next generation leader and organization. Have

777
00:44:19.519 --> 00:44:23.360
you got any evidence of the return on investment that ebit?

778
00:44:23.840 --> 00:44:27.800
You know, is there any financial results that you can

779
00:44:27.840 --> 00:44:28.199
point to?

780
00:44:28.760 --> 00:44:30.480
Well, all I can went to.

781
00:44:30.679 --> 00:44:32.639
In terms of going back to that organization that I

782
00:44:32.719 --> 00:44:36.039
talked about, we actually calibrated because it was a part

783
00:44:36.199 --> 00:44:39.239
unit within a bigger organization. So I could have effectively

784
00:44:39.440 --> 00:44:42.880
an analysis of the original larger organization than this pilot

785
00:44:42.920 --> 00:44:44.440
group if you like, of sixty.

786
00:44:44.119 --> 00:44:46.639
Odd people at the end, which is quite a big unit.

787
00:44:46.840 --> 00:44:49.679
But they had the autonomy, which says a lot about

788
00:44:49.719 --> 00:44:52.840
the leadership of the whole organization to adopt this principle

789
00:44:52.880 --> 00:44:56.719
within that unit and apply it, and it worked. But

790
00:44:56.920 --> 00:44:58.800
how did I how did we assess it and give

791
00:44:58.800 --> 00:45:02.239
ourselves some value? We actually used a technique that I'm

792
00:45:02.280 --> 00:45:04.199
sure many people listening to this so will know with

793
00:45:04.880 --> 00:45:08.360
Patrick lean Sheerly's five dysfunctions of a team. Since we

794
00:45:08.519 --> 00:45:10.079
labeled but at the time we were talking about it

795
00:45:10.159 --> 00:45:15.360
in that way, and we calibrated how the levels of trust,

796
00:45:15.519 --> 00:45:19.679
lack of accountability, lack of conflict or at tension to

797
00:45:19.719 --> 00:45:24.599
the overall result. The four or five significant elements of

798
00:45:24.719 --> 00:45:28.039
Patrick the energies, five dysfunctions of a team and measured

799
00:45:28.159 --> 00:45:30.880
the existing organization and the new organization six months down

800
00:45:30.880 --> 00:45:33.840
the track. And what we were able to demonstrate was

801
00:45:33.920 --> 00:45:39.880
that by adopting these principles, the organization actually that we

802
00:45:39.880 --> 00:45:44.239
were working with improved in the area of improved their

803
00:45:44.400 --> 00:45:46.880
level of trust with each other, improved their level of

804
00:45:46.920 --> 00:45:51.519
commitment to deliver stuff, and their level of attention to

805
00:45:51.559 --> 00:45:55.639
the overall result by some fifteen percent as compared to

806
00:45:55.840 --> 00:45:59.599
the rest of the organization, and it demonstrated their ability

807
00:45:59.639 --> 00:46:02.760
and as earlier, the example I talked about was that

808
00:46:02.800 --> 00:46:05.400
they shortened half life, as it were, the development time

809
00:46:05.480 --> 00:46:10.599
for that drug to market piece, which.

810
00:46:09.519 --> 00:46:11.119
Is all very very good.

811
00:46:11.400 --> 00:46:14.880
And that will translate, if you like, down at the

812
00:46:14.920 --> 00:46:18.880
other end of the marketplace in commercial three months extra

813
00:46:18.880 --> 00:46:22.440
commercial underpattern for that product and that was just six

814
00:46:22.480 --> 00:46:24.519
months in where it went to after that, And what

815
00:46:24.599 --> 00:46:28.440
I can tell is that the organization ultimately pivoted towards

816
00:46:28.840 --> 00:46:31.519
the area that they were working for working on, which

817
00:46:31.559 --> 00:46:32.840
is quite parent as well.

818
00:46:33.559 --> 00:46:38.719
That's a great result, great outcome. And Chris, we're sadly

819
00:46:38.760 --> 00:46:40.800
out of time, and I hope that we can invite

820
00:46:40.800 --> 00:46:43.800
you back and maybe include Sarah and we'll talk about

821
00:46:43.800 --> 00:46:49.239
the Midlife Warrior program, because I don't want to start

822
00:46:49.280 --> 00:46:51.960
something and not be able to deep dive with you

823
00:46:52.039 --> 00:46:55.639
on that. He gain on behalf of Chris Rue and

824
00:46:55.719 --> 00:46:59.559
the Top four media team. This has been regenerate. I

825
00:46:59.599 --> 00:47:02.760
hope that we met your expectations. If you like what

826
00:47:02.840 --> 00:47:08.519
you heard, please subscribe, please like and comment. We're always

827
00:47:08.519 --> 00:47:12.440
grateful so that the algorithm gods will smile favorably. Honest.

828
00:47:12.800 --> 00:47:17.400
And next week we'll have a dear dear colleague, Janik

829
00:47:17.639 --> 00:47:21.159
Lefevre who's a Belgian Olympian and he's going to be

830
00:47:21.159 --> 00:47:26.280
talking about the messy middle of this theme beyond the podium.

831
00:47:26.719 --> 00:47:30.679
So it's not just about the identity as a high

832
00:47:30.719 --> 00:47:34.639
performing athlete, because once you earn the medal or you've

833
00:47:34.679 --> 00:47:38.119
won the race, now what. So we look forward to

834
00:47:38.119 --> 00:47:42.360
seeing you next week on behalf of the team. Stay healthy,

835
00:47:42.400 --> 00:47:43.920
stay safe, We need you.

836
00:47:45.039 --> 00:47:48.079
Thank you for listening to Regenerate with Captain Dave on

837
00:47:48.280 --> 00:47:51.840
k FORHD Radio. We invite you to give yourself grace

838
00:47:51.920 --> 00:47:55.159
and grace the messy middle. See you every Monday at

839
00:47:55.360 --> 00:47:56.639
nam Pacific time.

840
00:47:57.079 --> 00:47:58.920
Until then, you got this