Category Archives: People

Implement + Associates believes in that organisations can grow and develop by implementing good “people practices”. Recruit good people, train them, engage them and retain them. Do so strategically and you cannot go wrong.

Creating a community Last week I attended two events which gave me pause for thought.

As mentioned in my previous blog, I attended Unfurling HR, an unconference organised as an extension of the  on-line NZLead community, bringing HR related professionals together from around the globe.

The second event was a weekend at Puniho Pa, participating in a marae visit with my Te Reo Maori (Maori language) class.

The juxtaposition of these events, involving the most traditional of New Zealand communities and one created from new technology; highlighted to me how important our communities are. At the unconference we participated in an event that advanced our thinking, created learning opportunities and enabled us to develop friendships and networks for the future. We worked as a community to create those opportunities. At the marae, we were welcomed as visitors and left as whanau (family).  We worked together to prepare food, clean up after ourselves, learn, entertain and create opportunities to develop friendships and networks for the future.

For each event I felt that I had participated in something special.

I can’t help thinking about what would happen in organisations and businesses if we created something equally special in the world of work. What were the common threads in my two special events that we could transfer into our workplaces.

  • Aroha-In Maori, this means so much more than its English translation of love.
  • Teamwork– everyone participated, contributed and shared
  • Learning – pushing the boundaries, stretching comfort zones
  • Inclusiveness – everyone’s contribution was asked for and valued
  • Fun – laughter, not taking ourselves too seriously, and a little bit of mischief

How cool would it be to work in a place that did this all the time?


Unfurling HR – conversations for change

koruLast week I attended the Unfurling HR Unconference organised and facilitated by Amanda Sterling of NZLead. The fern was used as a metaphor for unfurling, unravelling and re-positioning the people and culture related disciplines in organisations. It was an inspiring and motivational event and I have included links to other blogs with feedback about the unconference below.

I participated in discussions about leadership, personal development and the internal brand. As a consultant I couldn’t resist putting my feedback into a stop-start-continue format with suggestions for organisations and HR.

  Organisations could…. HR could….
  • Leaving all the people stuff to HR
  • Leaving all the compliance stuff to HR
  • Creating a consumer brand disconnected from the employee experience
  • Tolerating poor people management practice
  • Taking on all the people stuff
  • Taking on all the compliance stuff
  • Creating employment brands
  • Tolerating poor people management practice
  • Ensuring all managers are trained how to manage people
  • Supporting personal development for all staff from day one
  • Supporting a culture that is living the brand inside as well as outside
  • Developing leadership across the board
  •  Facilitating processes to ensure all managers are well trained
  • Facilitating personal development plans for all
  • Collaborating with marketing and others to develop the culture that supports the brand
  • Identifying leadership qualities that support the culture
  • To look for better ways to do things
  • To collaborate with HR to create stronger organisations
  • To recognise the knowledge and experience of their people related teams


  • Having challenging conversations about doing things better
  • To learn about the business and how they can best add value
  • To learn from each other and share knowledge widely in their organisations

Thoughts from other attendees- #unfurlingHR created a lot of food for thought.

Amanda Sterling – Reflections from #unfurlingHR – what next

Megan Borrie – #unfurlingHR – Baking these things in

Richard Westney – Off the beaten Track

Angela Atkins – #UnfurlingHR

Vaughan Rivett – Attending my first unconference

Jonathan Hagger – One quick recap

PS- this event will inspire at least one more blog from me,  so watch this space.

Lessons about change


If you work in any organisation where people are involved, you will have seen change.

You know the cliches ; there is nothing more constant than change, the more things change the more they stay the same, if you’re not changing you’re going backwards…..

Books have been written about change,  careers have been advanced or lost on the back of change projects and still we get it wrong again and again (mainly because we underestimate Point 1 below). I have compiled a list of lessons I have learnt about change – what are your lessons?

1.     Change is all about people.

  • Never underestimate the importance of people to ensure you successfully navigate change.
  • If they are on-board  it may work
  • If they are not all on-board it will not
  • Restructure is all about people
  • Culture is all about people
  • Mergers are all about people
  • Assessing and responding to people needs strong leadership
  • There is no place for wishy washy leadership or “nice” people who don’t want to address issues

2.     People need to know where they are going

  • Leading change requires you to understand the end goal and the reasons for change.
  • Context is important
  • Leadership is the ability to articulate and reinforce the vision
  • Communicate the compelling opportunity (not the burning platform as we all used to do) 

3.     You cannot over communicate

  • You must communicate with honesty and good intentions
  • If you prevaricate you will get yourself into trouble
  • Telling people the tough news is tough, and you may get immediate backlash, but they will appreciate it more than being strung along
  • Planning sessions, training, change workshops  where staff have not been told why they are there, or what the end goal is – never achieve the desired results.
  • Constantly reinforce the vision and the story behind the change – take every opportunity

4. Understanding organisational culture is important

  • For some, the current culture and way of doing things forms a strong powerbase and change is a threat.
  • Culture takes a long time to change

5.     Be prepared for things to go wrong

  • Things do not always go according to plan
  • People have not all read the same textbooks or gone to the same seminars as you
  • If you understand points 1-4 – you will recover more easily.
    • If you have a goal of taking care of people you will find the right solution
    • If you know and can articulate the story you can bring people back to the purpose
    • If you have communicated openly, honestly and fully , you can apologise and move forward
    •  If you understand the culture you can figure out what went wrong and why.








He tāngata, he tāngata, he tāngata

It is people, it is people, it is people….

2013-12-13 10.17.16

Recently I changed the banner photo on my site to one of the flax at my place. Mainly because I like the photo and I wanted to use something that was personal to me, rather than the stock photos I have been using. As a New Zealander, I love our flax , or Harakeke, and can’t think of a better image to represent our environment.

I am aware of the reverence given to the harakeke by Maori, so did a bit of research about  its significance and came across this wonderful proverb.

A Harakeke Proverb

Hutia te rito o te harakeke,
Kei whea te kōmako e kō?
Kī mai ki ahau;
He aha te mea nui o te Ao?
Māku e kī atu,
he tāngata, he tāngata, he tāngata

If the heart of the harakeke was removed, where will the bellbird sing?  If I was asked what was the most important thing in the world;   I would be compelled to reply, It is people, it is people, it is people. 

Therefore, not only is my photo of flax the perfect representation of NZ, it is a great representation of  organisational development, which is about people first and foremost.

We should treat our organisations with reverence and respect, understanding that we need to nurture and encourage the new shoots in order to secure the future.  Taking care of people by providing structure, guidance, learning, encouragement, reward, celebration and communication; will build strong and resilient organisations that will endure well into the future.

How often do you see organisations that  don’t reach their potential, or worse, wither and die, because they are not treated with the respect they and their people deserve?

I would like to see a world where our organisations, whether business, not for profit, private or public; are treated with respect by the people who have responsibility for them. Invest time, thought, care and attention to create an organisation that will endure.

There is nothing more to say except,  he tāngata, he tāngata, he tāngata. 








Blurred Lines

A few thoughts and discussions are converging with me right now. Converging so as to create an internal debate about the blurred lines between work and personal life.

This week  #NZLead had a tweet discussion about social media in the workplace, which raised the issue about individual, personal behaviour on social media and the potential to integrate this use into the workplace.

I read a blog about employee engagement which included a familiar challenge to the pursuit of the holy grail of engaged staff. My personal view is that  engagement has too many pluses for us not to pursue it, but there is logic in the discussions that question.

An on-line discussion about work-life balance highlighted different thinking about how to manage the never-ending conflict of what is “work”, what is “life” and what exactly is “balance”

As a result I have been reflecting on the people I know in real life and on-line who represent the divergent thinking about work and individuality, the job versus the person, and how we cannot assume that what is right for one will be right for another.

What are the blurred lines?

  •  There are many of us who desire to be engaged in our work. We actively seek workplaces that encourage that engagement. It gives meaning for us and we want others to experience that same meaning.
  • There are just as many for whom work is a means to an end. It provides for their families, enables them to pay for their dreams but is “just a job”. They may enjoy their job, but do not need it to be all encompassing.
  • This is also reflected on social media. Those who have fallen in love with social media and can see the potential for business and the workplace have merged their personal and professional persona (although to varying degrees)
  • Many on social media keep their work persona very separate. In some cases this may be due to workplace social media policy, but in many cases it is a deliberate “I am not my job” choice.
  • Some will give everything to their job, but strictly in the hours they are contracted for, so that they can pursue other activities in their own time. They will be committed to their job and will be fully present, but only for the “things I get paid for”
  • Others will be more than happy to say “what spare time?”

So what do you think?

As we pursue our socially active, fully engaged workplaces, are we being fair to everyone?

How do we deliver practices that recognise the value of all contributors, respecting and honouring individual rights to determine their own relationship with their job? And should we?