Our Director of Human-centred Development, Amy Gilmore was interviewed for an article in the Law Society journal on How to build a great law firm culture.  How?… Get clear on values, but do more than just pay lip service. Values like empathy, diversity and integrity must be modelled by partners and junior members alike, otherwise there is a risk that the behaviour within the firm will not be congruent with its advertised ideals. Like all MindNavigators Amy is a passionate advocate for reshaping organisational cultures to make them truly “human-centred” and “That means a workplace that fosters positive human experiences…

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Why set goals? How clear are you on your future direction?  What are your goals – for the next 6 months, 12 months, 3 years, 5 years….and beyond? The Harvard MBA graduate class of 1979 were asked about their future plans and surprisingly 84% of those graduates had no specific goals defined; 13% had goals (but not in writing); and just 3% had clearly formulated, documented goals with associated plans. A decade later when the graduates were surveyed again, the 13% of the class who had goals were earning, on average, twice as much as the 84% without goals; and the…

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Welcome to Mindnavigator

Higher-performing companies allow time to reflect and learn and in doing so, are more open to ideas, discussion and innovative thinking. By contrast, performance suffered at firms that moved fast all the time, focused too much on maximizing efficiency, stuck to tested methods, didn’t foster employee collaboration, and weren’t overly concerned about alignment.  This is according to Jocelyn David and Tom Atkinson. Although it might seem counterintuitive, slowing down can lead to higher levels of productivity and less wheel-spinning. Organisational performance starts with the individual. You might like to try this simple technique for overcoming auto-pilot and bringing mental clarity:…

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90% of a person’s long-term happiness is predicted by the way the brain processes the world rather than external factors, according to Positive psychologist Shawn Achor. He also asserts that only 25% of job successes are predicted by IQ – 75% are predicted by optimism levels, social support and an ability to see stress as a challenge instead of a threat. This provides great evidence for a Mind-First approach to leadership and wellbeing, and one that also involves social engagement. More recent research – Neither an Optimist Nor a Pessimist Be: Mistaken Expectations Lower Well-Being – has also shown that building awareness…

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“The term human-centred is used to reflect that organizations not only have an impact on their customers (the users of their products and services), but also on other stakeholders, including their employees, their families, and the wider community.” International Standard – ISO 27500 The International Organisation for Standardisation (ISO) outlines seven principles of human centredness: Capitalize on individual differences as an organizational strength; Make usability and accessibility strategic business objectives; Adopt a total system approach; Ensure health, safety and wellbeing are business priorities; Value personnel and create meaningful work; Be open and trustworthy; and Act in socially responsible ways.   ISO…

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“Diversity is the engine of invention. It generates creativity that enriches the world.”. -Prime Minister Justin Trudeau As a key driver of innovation and business growth, as well as employee retention, diversity remains a critical factor in business success. Organisations traditionally approach diversity in terms of characteristic differences (gender, sexual orientation, culture, ethnicity, physical ability, and of course many other categories). When we consider diversity, our focus is on perspectives, or diversity of thought. In the 1930’s Korzybski coined the phrase ‘the map is not the territory’, expressing the idea that our experience of reality is simply an approximation, rather…

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As we adapt to a future where our work, leisure and social lives are immersed in technology, some companies are looking at ways to create a digital culture, which is inclusive and enhances their organisation’s values. MindNavigator’s Chief Development Officer, Ami Cook, comments in Chief Future Officer. “Most organisations develop systems and technologies as a way of supporting processes, skills development and the way the work gets done,” she says. “But in many businesses, the way technology is approached doesn’t tackle the more intangible aspects of organisational culture. These include psychology, relationships and social norms; the unwritten group rules that…

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