Who I Am

butterfly

In our world of perpetual change your response to change determines your future. Your capability to respond to the opportunities and threats that change brings depends on your individual and organisational resilience, creativity and spontaneity. This is the domain within which I work.

My Purpose and Core Values

I work with organisations, teams and individuals to strengthen their capability to embrace change with power and purpose. I am known for, and value, making a difference, building lasting relationships, my strong focus on personal and professional growth and development, and for operating with integrity and authenticity.

Background

From the beginning of my career, change has featured highly, starting as a software developer, and then as a project manager. I recognised the importance of project management as a discipline for affecting change, which motivated me training in it, being one of the first to certify as a Project Management Professional (PMP) in New Zealand, being the first to train and support others to certify. The importance of the profession drove me to be the initiating sponsor and founder of the Project Management Institute (PMI) New Zealand Chapter, and to subsequently serve for six years as a Director on the international PMI Board.

My time on the PMI Board was a massive learning experience. When I joined the PMI Board, PMI was a US-centric association with 90% of members in the USA and 99% of members in North America, and had aspirations of becoming a global professional association. The fact that I was the only Board member outside that demographic was my qualification for being made responsible for chair, developing and implementing the PMI Globalisation Strategy, adopted by the Board in June 2000.

Strategic management and change management became valuable disciplines added to my stable of capabilities. Also, as part of the globalisation strategy development, I had to engage with highly impacted and influential stakeholders, with vastly different needs. They had social, political, economic, gnegraphic, ethnic and cultural differences (diversity on global proportions!), which needed to be considered and factored into the strategic solution of my team. Engaging with a globally dispersed potential membership and understanding the problems a global organisation would deal with, when it was so strongly US-centric, and establish a process for transition, made it an incredibly significant and innovative change project.

Through these experiences I learned that for change to happen some key foundational factors are required:

  • Leaders must be prepared to back the change and step into the unknown.
  • Uncertainty is a fact of life, and being comfortable in a dynamically changing, uncertain and highly complex environment are skills of resilience and leadership.
  • Clear purpose and direction enable leaders to communicate with and inspire the people they will impact, making transition to a new future possible.
  • Very little goes perfectly. In fact, the best we can hope for is adequacy, that we do something brand new, or something familiar in a brand new way, and that a sufficient result has been achieved. Improvement can build on adequacy, but getting everything right from the start won't happen for something significant.
  • Appreciating the chaos, confusion and uncertainty (which I refer to as 'fog'), and harvesting the lessons to be gained from that process of change, enables us to be learning individuals and organisations. My experiences with change in organisations and within my own life was much of the motivation to write and inspiration behind my book 'Appreciate the Fog: Embrace Change with Power and Purpose'.

A solid decade providing training project management and leadership training internationally, most prevalently through Asia-Pacific region (Singapore, China, Taiwan, Japan, Australia, New Zealand, USA and Canada) but even to the Middle East, in addition to the global awareness built through the PMI experience, exposed me to issues of change, project management, and leadership across many cultures and types of organisation. This was highly formative to my interest and experience in change.

Partial Client List

My clients have been from all around the world and examples include:

  • Air New Zealand
  • Artemis Singapore Pte Ltd
  • Bechtel International
  • Cisco Systems
  • Citibank
  • Compaq Computer
  • Data General New Zealand Ltd
  • DB Group
  • DBS Bank, Singapore
  • Enerco New Zealand Ltd
  • Educational Services International (ESI)
  • ETITO, now The Skills Organisation
  • Fisher & Paykel
  • Fuji Xerox New Zealand Ltd
  • Hewlett-Packard (in New Zealand and Singapore)
  • HortResearch
  • IBM (through Asia, North America and within New Zealand)
  • Infineon Technologies
  • Information Development Authority of Singapore
  • Land Information New Zealand
  • Maori Television Service
  • Media Corporation, Singapore
  • Metrowater
  • Ministry of Defence, Singapore
  • Nokia (Singapore and Australia)
  • Nortel
  • Northpower
  • QED Software
  • SFRITO
  • Shenzhen Cyberway IT Co. Ltd
  • Telecom New Zealand Ltd
  • University College of Learning
  • US Marine Corp, Okinawa Japan

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