Preparing for the light at the end of the tunnel -
Managing the conttradictions and uncertainties of the recorvey
KDVI, 2021Read more
Six questions every leader should be asking about culutre right now -
How to ensure healthy foundations in your organisation's culutre in the transition to the 'new normal'
Published on 16 Sep, 2020
How to help people to adapt, not force them to adopt -
For many, the first wave of the pandemic was an adrenaline-fuelled sprint. The long haul demands a different lace and a shift in leadership priorities.
Published on 26 Oct, 2020
Hold on to moments of calm and clarity -
At the close of this tough and tumultuous year, take a moment to reflect on your purpose and your practice as a leader or as a coach
Published on 22 Dec, 2020
Resilience, wellbeing and healthy performance cultures -
The challenge of leadership today is riding the pandemic rollercoaster while laying tracks for the future and inspiring others. Resilience is key.
Published on 2 Dec, 2020
Crisis forces people and companies to adapt and change. Covid-19 is particular because of its global impact; consequences are magnified both personally and collectively. Large scale disruptions can expose our fault lines and vulnerabilities and push us to challenge and question existing mindsets and behaviours. While traumatic, it can also elevate and bring to the fore different leadership behaviours.
We are now a little over a year since the onset of the Covid-19 pandemic, which, alongside a broader backdrop of political and socioeconomic unrest and increasing climate catastrophes, have created a significant inflection point in many of our business-as-usual practices and expectations. While companies and individuals have and continue to experience major upheaval, this time has also brought forth opportunities for growth and change.
Recent developments have given rise to examples where women are provided with more choice of what type of leader they can be. In this blog, Paul Vanderbroeck, suggests three alternative role models, giving hope for gender balance in leadership in the near future.
Published on 13 Jan, 2021
The purpose of this paper is to provide our clients with an understanding of our approach to organisational change and culture transformation. First, we describe the underlying challenges that organisations face, where change is the norm rather than the exception. We then propose that, by addressing both manifest and underlying factors, KDVI’s interventions go beyond a simplistic quick fix. Next, we provide an overview of the theoretical foundations of KDVI’s approach to organisational culture transformation, which lead to six concrete change principles that guide our work. We then map these principles into a general roadmap for a culture transformation programme in terms of phases and timelines. In the final section, we highlight the specific change levers that make KDVI’s approach unique.
"The uses of humour in the workplace"
This blog looks at the sources of humor and to distunguish between humour that is congenial and empathetic and humour that is dysfunctional and divisive.
Published on 2 Jun, 2015
"Let's talk about sex in the boardroom"
Manfred Kets de Vries explores whether sex and man’s unconscious drive for survival are keeping women locked out of the C-suite.
Published on 13 May, 2015