We build tailored programmes to help organisations and
people evolve
What we do
Safety, Health &
Wellbeing Leadership
Culture determines performance and leaders create culture. Learn to Change will challenge leaders to change their behaviour and establish the critical few activities that are vital to build maturity in their safety, health and wellbeing culture. Supplementary support in essential skill areas help organisations and individuals fulfil their roles and reduce risk exposure and harm.
Core Leadership Development
We can all lead more effectively. Developing leadership bench strength is critical for success. Learn to Change will help you leverage your leadership strengths and fulfil your leadership potential. Context relevant programmes ensure development is anchored in role performance. We will ensure leaders can work with uncertainty, adapt to change and thrive in a complex world.
Team
Development
Teams don’t just happen. Collaboration within teams or across boundaries is critical to success. Learn to Change will build teams of people so they can achieve their common goals, overcome differences and who excel. Through improved interpersonal understanding, clarity of expectations and standards, and a clear way of functioning as a high performing team we will help improve team effectiveness.
Who we’ve worked with
TYPICAL DEVELOPMENT PROGRAMMES
Safety, Health &
Wellbeing Leadership
Demographic – Vertical slice or target population
Understanding “as-is” performance and links to culture
Leadership, human factors and behaviour
Identifying and addressing leadership priorities
Risk assessment and risk control
Organisational learning through root cause analysis
Core Leadership Development
Forum – 1:1 or one to many, blended programme
Insight to determine strengths and opportunities for improvement
Context relevant challenges to tailor learning to your business
Experiential learning to build skill and know how
Self knowledge through psychometrics and feedback
Tools and techniques to make the complex simple
Team Development
Participants – Leaders with their team members
Team goals and priorities to establish the performance challenge
Deep understanding of team and individual preferences, motivations and values
Identification of team strengths and short falls, using psychometrics
Agreement on new priorities and practices
Commitment to collaborate and build interdependencies
Our Team
Chris Rowles
Chris has 30 years of practical leadership and management experience in the armed forces, police, and as Director of Learning Solutions, with responsibility for Sales, Marketing and Learning at Ashorne Hill, part of the Tata family. He is fascinated by people and the role learning plays in delivering competitive advantage, personal fulfilment and individual and organisational growth.
Chris has undertaken leadership and organisational change assignments in MLE, Northern Europe, India, the Far East, North America and the UK. He has been exposed to the organisational cultures of Heavy Engineering, Law, FMCG Manufacturing, Utilities, Telecoms, Armaments, Construction and FinTechs.
Chris relates, with ease, to all levels of leadership, and is comfortable from the board room to the supervisor, and the conglomerate to the SME. Chris supports individuals and organisations with strategies, tactics & tools which deliver new mindsets, heightened awareness and ultimately results.
Stuart Cadzow
Stuart has 40 years of operational leadership and management experience in high hazard environments. He is passionate about people, performance and potential and thrives on ensuring policy converts into practice.
Stuart has worked in 5 different integrated Iron & Steel manufacturing sites and a Coated Products business. He has held senior management positions in production across these manufacturing businesses and functional roles in logistics, business improvement and health, safety and environment.
He has been instrumental in numerous business initiatives including a cultural change programme in an organisation of 4,500 people, a transformation project in a business of >£1.2 billion turnover and enhancing accident/ incident performance across a business division of 7500 people.
Andrew Page
Andrew has 39 years of experience in high hazard environments at an international level. He is energised by improving business performance through people engagement, and highly values the part that sharing, and in particular learning plays in achieving great results.
Andrew started as a graduate trainee, ultimately becoming the MD of an integrated steel works business and then Global Health and Safety Director. Andrew has extensive experience in large organisations in the delivery of major change and capital projects. In doing so, Andrew always manages to determine the critical decisions that must be taken which succeeds to make the complex simple.
Previous Assignments
Safety, Health & Wellbeing Leadership
50% improvement every two years in key safety and health metrics – A heavy engineering and manufacturing company needed to change the mindset of senior managers and deploy new practices across >40,000 employees. Now recognised in the sector as the European benchmark for Safety and Wellbeing, with performance improvement sustained for 10 years.
Zero fatality ambition – A heavy engineering and manufacturing company in Asia employing >60,000 employees needed to become a zero fatality company. Over a period of 4 years, by engaging Senior Executives through to operational colleagues the organisation changed the “value” of human life within the organisation and its contractors with magnificent results.
Using safety and wellbeing as a vehicle for overall improvements – A European, tier 1 automotive supplier needed to improve performance across a range of metrics to meet OEM expectations. Focusing leaders on improvements in safety and wellbeing not only delivered harm reduction but lead to enhanced leadership capability. This facilitated the implementation of new cultural norms, across a range of key performance areas.
Safety as a value – Making safety and well-being a value in a “developing economy” organisation. A construction organisation working in a developing region of the world recognised the level of harm in the workplace was unacceptable. Working with senior leaders to reconfigure leadership priorities, standards, norms and behaviour allowed a new wave of working practice to be introduced not only reducing harm but improving brand value.
Risk sensitivity in an Automotive OEM – A 40,000 employee organisation wanted to sensitise all leaders to events occurring in their organisation, then provide knowledge, understanding and skills to prevent these and other harmful incidents occurring. Through a leadership toolkit, increased sensitivity and overt organisational expectations managers and leaders developed their core capability and committed to significant changes in their practices.
Developing a mature culture through Felt Leadership – A global consumer goods organisation, with sites in Europe, Asia and the US, wanted to improve their safety performance in their food manufacturing sites and general wellbeing across all functions of the organisation. An initial Felt leadership programme followed by focused consultancy interventions guided the local management teams to lead on new processes and display felt Leadership. The maturity of this organisation continues to grow, incidents are already low, with focus now on weak signals and near miss, higher standards and improved controls.
Core Leadership Development
Transition to leader–A tiered organisation, principally promoting people from within, wanted practical, resilient leaders capable of setting direction, leading by example & taking others with them. A highly experiential programme, designed to present multiple opportunities to lead, apply new tools and develop role relevant experience helped equip leaders to operate with confidence. The programme has run for >25 cohorts of c15 people and evolved over a period of 5 years.
First leadership programme – A sales organisation identified leadership development as a great opportunity to improve performance, help individuals grow and to introduce new tools and techniques. Self insight, leading others, leading teams and self management were the corner stones of the programme. The unintended consequence of cross department collaboration, inter team respect and shared workload complemented the uplift in leadership capability.
International Leadership programme – An international FMCG organisation wanted to increase leadership capability, by placing a focus on wellbeing, performance, leadership behaviours and team working. This was a response to items highlighted in an employee survey. The programme was delivered on 3 continents, subtly adjusted for local issues and challenges. The programme created a new set of aligned leadership behaviours, now rolled out globally, as well as a greater sensitivity to the role of leaders in creating a context for high performance and individual wellbeing.
Personal leadership development through 1:1 coaching – A renown financial services organisation wanted to support leaders at transition points in their careers. A series of personal coaching interventions created regular, independent and confidential forums to support leaders. The scope was broad and included hitting challenging targets, getting results through people and rehearsing essential conversations.
Team Development
Senior Leadership Team – A tier 1 automotive organisation wanted to build relationships, personal respect and common priorities across a senior multi functional team. Through a mixture of fun activities, discussion and insight tools, Learn to Change Ltd facilitated an intense, collaborative, revealing and insightful programme. The team developed their interpersonal relationships, empathy and set new standards and practices for the future.
Organisational survey to inform team activity – A medium sized enterprise lead by a senior management team commissioned Learn to Change Ltd to undertake an organisational analysis. The analysis informed the senior team of priority areas to address collectively, where new practices and processes were required and how they needed to work together to address the identified
Partnership approach – Learn to Change Ltd facilitate management team meetings and provide leadership insight to support the evolution of an SME and ensure the effectiveness of the leadership team. Such intimate knowledge of the organisation has extended the contribution into highly tailored development programmes delivering process improvements and personal effectiveness events for participants from across the organisation.
Who are we
Learn to Change Ltd
Learn to Change is a people and organisational development company bringing together expert capability in leadership & change, people measurement, safety & wellbeing, engagement and collaborative people practices.
Contemporary leadership practices, consensus in priorities, clarity in roles and responsibilities, a deep understanding of motivations and drivers, development of shared values and the capacity to deal with pressure are our domain.
Practical experience underpinned by an evidenced based approach helps to deliver results
“Learn to Change” ensures expert capability is drawn together to design and deliver context relevant programmes. These programmes will support individual and organisational change through:
- Planned and structured change programmes online and in person
- Live issue solutioning with demonstrable results
- Individual and group forums, 1:1 or one to many
- Tailored facilitated learning programmes, anchored in reality, designed for impact
Through our unique facilitated sessions we can help organisations and individuals get better
We are ready to get started, just let us know how we can help
Send us a message. One of our team members will get back to you.
You can also call or text us Mon-Fri, 9am-5pm.
+44 07493 592 995