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Here at Masters in Minds, our approach to business culture transformation is practical and pragmatic. We work with business leaders from London to New York and everywhere in between, to change results and outcomes for the better. It all starts with thinking, which influences behaviour, which has a direct impact on outcomes, for the entire organisation. Our team of expert company culture transformation consultants can work with businesses at any stage of development, and at any starting point. Through our supportive and collaborative hybrid programme, we look forward to working with your organisation to build a better working environment for everyone. Transparency and integrity, as well as ... Read More

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We help clients leverage cutting-edge technologies, optimise processes to drive innovation, streamline operations, and stay ahead in a rapidly evolving digital landscape. Through their holistic approach and deep industry expertise, Masters in Minds partners with organisations across various sectors to navigate complexities, capitalise on opportunities, and achieve sustainable growth. They are committed to delivering measurable results and fostering long-term partnerships based on trust, collaboration, and shared success.

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Feature Insights

Multi-Generations

April 29, 2024

I am Gen Z

Cynical with an addiction to technology and a habit of multi-tasking…welcome to Generation Z.

For most companies, the idea of having to adapt their managing styles and environment to prepare for the ever-growing influx of Generation Z employees is a daunting idea considering most have just gotten used to the Millennials.

The generation before brought more relaxed company structures, an ambition to quickly progress in their career, a sense of idealism, and a willingness to move on from an organisation if it isn’t working for them. Through this, innovative companies such as Google were formed which completely broke out of the norm of a company environment increasing the satisfaction of employees and productivity considerably.

So the question on everyone’s mind is…What will the next generation bring?

Generation Z is anyone from the age of seven to twenty-one, meaning that the older half of this generation (myself included) are just starting to enter the business world. Currently, in the United States, just over 25% of the workforce is made up of people from this generation and that’s estimated to reach a third in just three years time (2020). Research has found a number of qualities prevalent in the majority of Generation Z from things like their ‘addictions’ to technology to their increased importance being placed on privacy.

Notes

The stereotype of this generation constantly being on some sort of technological device is closer to the truth than most would like to admit with many teens placing it in the same category as air and water importance-wise.

At first, this seems ridiculous however this could be turned into a huge economical advantage for businesses across the world. In 2015, the CMO Survey asked marketers how they show the impact of social media on their business; only 15% cited they have been able to prove the impact quantitatively proving that most companies are missing the mark when it comes to technology.

Surely managers should be using the wave of the Gen Zs?

I am suggesting that instead of criticising the amount of time this generation spends on their devices surely we should be directing it in a more productive manner.

Business is not the only place in which technology, in particular social media, is becoming increasingly important. Look at political events such as the American presidential election; love him or hate him Donald Trump’s tweets were the talk of the majority of news outlets throughout the election. Not only that but we saw people from across the world engaging in debates on Facebook, Twitter, Instagram, and even Snapchat. If this doesn’t convince you of the power of social media surely the fact that 11,000 votes were cast for effectively a viral meme, Harambe (RIP), in the actual election.

Multi-tasking is another key area that companies are not taking enough advantage in this generation. The famous saying that multi-tasking is actually multi-failing is definitely a thing of the past, the ability to complete different tasks effectively is something that could massively increase the productivity of businesses and public sector organisations.

Given the current productivity levels in the US and UK and the negative impact on GDP it’s worth considering.

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Mindset, Attitudes and Behaviuors

April 29, 2024

The Mindset of Change Leaders

Having spent over 20 pragmatic years creating and leading change in organisations and also having studying it academically I believe I have a good take on it by now!

I’ve learned that there is a difference between change management and change leadership. There is more sustainable success when our mindset is focused on leading it as well as managing it.

Bear in mind the definitions of Change vs Transformation.

Change resolves the past

Change requires becoming familiar with the current situation, and working to make things better, faster, and cheaper. The past is the fundamental reference point and actions are intended to alter what has already happened. Success is judged by efficiencies and economies that are realised at the end of our effort, compared with when you started. When you choose change, your future is a reconditioned, or improved, version of the past.

Transformation creates the future

Bringing your preferred future to life requires transformation – revisiting your purpose, the beliefs that drive your decisions, and the impacts of your products and services. It is important to acknowledge the past, complete it, and let it go. Create and move to the new.

Leading change is different from change management

Change management is a well-thought-out set of approaches and tools that support change, often at a project level. It happens in parallel to the project to make sure the business solution is implemented and that people adopt the new behaviours associated with it. It focuses on understanding the difference between the current state and future state, creating communication and training plans, identifying early adopters and resisters, and paving the way for the business outcome to be reached. The change management toolkit is a very important one that should be part of projects that introduce change — but it’s not enough.

Leading change is something very different. Fundamentally, it’s about creating and communicating a vision for change not directly tied to a project or initiative. It’s about making change part of your culture’s DNA. Where it really rocks is when the organisation is consciously and intentionally defining and building the culture it desires and it recognises that change leadership and management is a critical element.

It is transformational, envisioning and driving the business solution, not simply implementing it.

Change leadership creates a mindset across the organisation that focuses on what could or should be different, rather than asking people to simply adopt an already determined solution.

It removes the shackles of how we do things and asks people to truly engage in the change: to become part of creating a solution. It enables others to think differently, moving change along more rapidly and more efficiently, even while it creates a sense of upheaval. It is what makes people say “I have to be part of this,” creating momentum and a desire to continually move to the next phase or next level.

To lead change, don’t just behave differently — think differently

The great change leaders I’ve known have a different mindset than change managers. They aren’t trying to contain change. They’re trying to make it contagious, embedding change thinking into everything from the most fundamental daily interaction to the most complex strategy. To make change contagious, you start with a compelling vision.

A great example: A COO was consolidating eight sales and service support functions into a single shared services organisation. Rather than having a small team of executives determine how to integrate the organisation, he identified cross-level change teams to redefine processes, pull out redundancy, and build new relationships. The only direction he gave was to deliver the vision and meet the timelines that many considered impossible. They met those requirements and more.

In addition to the vision, great change leaders hold up examples of people who are igniting change within the organisation. That same COO led a two-day offsite session for the 300 people who made up the new division. He shared success stories, including the highest score in the company’s recent engagement survey and wins that occurred with customers and individuals who embodied the vision, and engaged everyone there in conversations about how to continue to adapt and change the organisation to deliver the customer experience. The energy in the session was palpable.

Talking and sharing examples every chance you get, from the most casual conversations to the largest events, builds belief, confidence, and engagement.

Focus on building trust, the bed-rock of alignment, engagement, and high performance.

According to Edelman’s Trust Barometer for 2013, one of the largest studies of its kind; only 18% of people trust their business leaders to tell the truth.

Change is about asking people to follow you into the unknown. If there isn’t trust, no one is going with you. Research by Donald L. Ferrin and Kurt T. Dirks showed that the greater the uncertainty the greater the impact of trust on outcomes and results. To lead change, the table stakes are that you’re credible and reliable.

In addition to the vision, great change leaders hold up examples of people who are igniting change within the organisation. That same COO led a two-day offsite session for the 300 people who made up the new division. He shared success stories — including the highest score in the company’s recent engagement survey, wins that occurred with customers and individuals who embodied the vision — and engaged everyone there in conversations about how to continue to adapt and change the organisation to deliver the customer experience. The energy in the session was palpable.

Talking and sharing examples every chance you get, from the most casual conversations to the largest events, builds belief, confidence and engagement.

Focus on building trust, the bed-rock of alignment, engagement, and high performance. According to Edelman’s Trust Barometer for 2013, one of the largest studies of its kind, only 18% of people trust their business leaders to tell the truth.

Change is about asking people to follow you into the unknown. If there isn’t trust, no one is going with you. Research by Donald L. Ferrin and Kurt T. Dirks showed that the greater the uncertainty the greater the impact of trust on outcomes and results. To lead change, the table stakes are that you’re credible and reliable.

To be a great change leader, connect with people authentically and be real with them about what change means and how it happens.

Be comfortable with the discomfort of change but work to increase others’ comfort with it. When change gets bumpy or goes badly, it can be frustrating and scary. Change leaders know that not everyone will experience the same emotions — that, across the organisation, the emotions will run the gamut. Don’t allow it to become the elephant in the room. Notice it, steer into it, leverage it, and maybe even embrace it.

Always create a ‘listening zone’ – a session focused on open discussion about the current changes — how are they going, how are people feeling about them, and what can be adapted to address negative emotions and accelerate change. Even small change puts us into the change curve (Kubler-Ross) either consciously or unconsciously – it is a skill to recognise this in ourselves and others. It’s this emotional element that often blocks the pace of change – where the resistance exists.

So, a change leader’s emotional intelligence and resilience are a vital aspect of their capability.

Finally, great change leaders know that change is not an event. It’s a dynamic that ebbs and flows but never goes away. Sometimes it’s large; sometimes it’s small. It’s a continual part of life in the organisation.

Above all else, change leaders hate the status quo. But, they don’t just change for change’s sake. They change to take advantage of opportunities and stay ahead of the competition. If you want to stay ahead, assess your mindset.

Take a step back and look at your attitude towards change.

Are you trying to constrain change or make it contagious?

Have you done the groundwork to make that happen — creating and communicating a compelling vision, leveraging every conversation, and building trust?

Do you have the change leader’s mindset or the change manager’s mindset?

Do you think it’s possible to develop a change leader’s mindset?

Do you want to?

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Culture

April 26, 2024

Strengths-based cultures start at the top

We can’t help you change Big Dave’s novelty ties, but pretty much everything else is up for grabs.

To deliver successful transformation we must remain humble. Assumption can be a fatal flaw. The key to opening opportunity is to start with ‘we don’t know what we don’t know’. No two businesses are the same. Their challenges are maybe similar, but their people, culture, and desired outcomes will always be unique.

 

Transformation is the spark

Transformation done well will ignite the passion and instill the grit needed in your leaders and people. This will help them to unpick past problems and unlock the future.

 

Reoccurring themes that lead to unsuccessful outcomes;

  1. Senior leadership not seeing a need to change since they believe they are “already a change agent”.
  2. Problems that arise when change is pushed without assessing change readiness, culture, or preparing employees.
  3. When a transformation is poorly led, fatigue can derail the most valiant efforts for change.

 

Strengths-based cultures start at the top.

Leaders who invest in a strengths-based culture know that employees’ productivity impacts business outcomes. Employees who use their strengths are nearly six times more engaged, perform more highly, and are much less likely to leave.

 

Transformational Change

 

Wearing a Big Dave tie is optional!

 

MiM can change your DNA

We help people and businesses play to their strengths, and realise developmental gaps. With a shift in mindset, positive dramatic transformation and measurable outcomes are possible. It’s why we’re in business – to change workplaces, wherever and whatever they are, into spaces where people feel more inspired, empowered, and engaged…and where more people have that Big Dave feeling about what they wear when they rock up to their next Teams/Skype meeting, for instance.

Change your thinking to change your outcome. The journey starts with what we don’t know. MiM diagnostic tools will put a spotlight on what matters so problems can be flipped, and opportunities realised. 

 

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Mindset, Attitudes and Behaviuors

April 26, 2024

Growth Mindset: Lessons learned are in the past …

… The future is where you apply it. 


Survival of the fittest
 

161 years on and Charles Darwin’s theory of evolution feels very poignant. The need to embrace change or face possible extinction is perhaps too black and white in businessHowever, words like ‘adapting’ or ‘evolving’ to meet the needs of a changing environment do ring true. And as we head into 2021 and beyond, “survival of the fittest” holds more weight than ever before. Ambitious businesses don’t want to ‘survive’ it but rather create environments where their people and business can ‘thrive’.  

The digital acceleration in 2021 has been eye-watering for many.  In a recent survey, Mckinsey reported that businesses once mapped digital strategy in one-to-three-year phases now they must scale their initiatives in a matter of days or weeks. Notably, this puts increasing pressure on Leadership teams to learn quickly what is/is not working and why.   

What is the people impact of change? 

How do you ensure that your workforce is ready to keep up the pace of change? Are you leading in ways that enable your workforce to flourish and thrive? Significantly, 50% of the UK workforce are Millennials/Generation Z (Source: Institute of Leadership and Management). These generations are tech-savvy. They’re at ease with quick and efficient procedures driven by email, social networks, and databases. Millennials and Gen Z can adapt easily to new technologies and they’re ambitious. Moreover, they are not afraid to move on if they feel there’s limited growth opportunity. In addition, their energy is infectious.  

Leadership that resonates with your workforce 

The average age in the C Suite is 56 (Source: Nasdaq survey Jan 2020) making them Generation X (give or take a few years). To this end, the pandemic has challenged everything they once took for granted. As Generation X look to lead Millennials’ and Generation Z to a better future, do they really know how their workforce is ticking? 

People Surveys 

Every business has had to communicate more frequently with their workforce during 2020.  At the very least employers have engaged with colleagues about Business Continuity and Public Health Information. However, many companies have engaged with more frequent and different ways to inform and listen to their workforce, such as:  

  1. Annual Surveys  to understand the employee experience and gauge engagement and intention to stay.
  2. Pulse Surveys –to get results/feedback for a project like training or culture.  Often used to focus on issues like diversity and inclusion to measure progress since the last survey.
  3. Always on – used throughout the year and increasingly so this year, to get ad hoc employee feedback to spot trending issues/concerns.

But do any of these reports indicate whether your workforce has the mindset needed to share and deliver the transformation needed to thrive?  

Growth Mindset 

Businesses will be forced to evolve and transform working practices to create a better future. Therefore, nurturing growth mindset working practices will be key to the pace and scale of transformation facing business. 

To illustrate, Professor Carol Dweck’s research linked a growth mindset with many benefits in business including: 

  • higher motivation.
  • lower stress, anxiety, and depression.
  • better work relationships.
  • higher performance levels.

 

Do you have a Fixed or a Growth mindset?

 

Does my workforce have a Growth or Fixed Mindset? 

 

These are three indicators to consider:

  1. Do they fear feedback or failure? Are they asking for feedback on how they and their team are doing? Do they own and share their mistakes? 

  2. Does your team reward effort, not outcomes? Do they give feedback and show appreciation for the efforts and learning they can see unfolding rather than just the outcomes achieved? 

  3. Does the business invest in training and development, create cultures of self-examination, and encourage open communication and teamwork? 


With 
only two weeks until the New Year how will you activate a growth mindset in your workforce to achieve great outcomes for all? 

Grab a mince pie and Click Here to hear Carol Dweck talk about “Developing a Growth Mindset Culture in organisations” for inspiration. 

Take a look at our Mindset Indicator Monitor.

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