Wayne Alexander's Linkedin Analytics

Global vs. Regional? wrong question. I’ve heard this frustration in coaching conversations more times than I can count. I’ve watched it play out in teams across industries. Just one of the many tensions leaders have to face. A strategy looks great on paper. Until people, politics, and priorities get involved. You’re stuck in the middle, translating priorities, justifying decisions, and wondering if the other side even cares, let alone gets it. And it’s frustrating. Because tensions ARE frustrating. Why? Because in tensions, we don’t always get what 𝘄𝗲 𝘄𝗮𝗻𝘁. Here is the mindset I help teams and leaders to adopt: 𝗜𝘁’𝘀 𝗻𝗼𝘁 𝗮 𝗽𝗿𝗼𝗯𝗹𝗲𝗺 𝘁𝗼 𝘀𝗼𝗹𝘃𝗲. 𝗜𝘁’𝘀 𝗮 𝘁𝗲𝗻𝘀𝗶𝗼𝗻 𝘁𝗼 𝗺𝗮𝗻𝗮𝗴𝗲. When we interpret tensions as a "problem", we fall into thinking patterns that make things worse: Right vs. wrong Defend vs. justify Them vs Us And that only leads to more frustration. But if we see these situations as an inevitable "tension to manage", we approach them differently. 𝗪𝗲 𝘁𝗮𝗸𝗲 𝗿𝗲𝘀𝗽𝗼𝗻𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆. We treat them as something relational, not just structural. And why does matter? Because only when we remember this is primarily relational, will we put the effort where our influence can increase: 1) We'll build the relationship before expecting a seat at the table. 2) We'll bring value before seeking a return 3) We'll invest in understanding our stakeholder’s - both their pressures and their vision. All of which help the tensions to become productive, purposeful... 𝗘𝘃𝗲𝗻 𝗳𝘂𝗻. Tension is inevitable. Acting like it shouldn’t exist? That’s a choice. It’s not Global vs Regional. It’s just ‘we’ --------------------- Hi, I’m Wayne. Many teams get good at faking it, but under the surface they fluctuate between confused or disengaged. We help you build an ALL-IN team that delivers ambitious results and reignites your passion for leadership. 👍 Like this? ♻️ Repost it! :) #mission #mindset #culture

Why bold commitments power business. A real commitment isn’t just something you hope FOR. It’s something you act FROM. Because when a commitment is bold enough, it does more than set direction - it shifts thinking. It challenges assumptions. It inspires better action. It elevates what’s possible. It’s key to generating ROI. That’s why my methodology invites leaders and teams to declare bold commitments. Not just to set goals, but to take a stand for what truly matters - and to lead from that vision every day. Three months ago, this business in Exeter kicked off their journey. Yesterday was their first Development Day since then, and the shift is clear - bold commitments are no longer just ideas. They’re happening. Every leader in this photo has declared a bold commitment, and is already making it real. One is even becoming a whole new business within the business. One of my favorite moments the day? Seeing leaders realise they’re already on the path. That what felt ambitious in December is now taking shape. Most leadership offsites create a plan and some nice feelings. The best ones create momentum and results. But momentum doesn’t happen by accident. It happens when leaders make bold commitments and follow through. And being in the room to see that happen? That’s a privilege. Days like this remind me exactly why I started my business - and how grateful I am that I did. --------------------- Hi, I’m Wayne. Many teams get good at faking it, but under the surface they fluctuate between confused or disengaged. We help you build an ALL-IN team that delivers ambitious results and reignites your passion for leadership. 👍 Like this? ♻️ Repost it! :)

Yesterday I had the kind of day that reminds you - yep, this is the sweet spot. Ever have that kind of day? Because we were preparing for something that is going to help activate an organisation. I get to spend the first week of April facilitating a three-day conference for one of the world’s leading pharmaceutical companies - nearly 100 people in the room, the full team together for the first time since before Covid. And I’m doing it with Rebecca Hoskings - my brilliant friend and partner-in-facilitation mischief. Yesterday was one of our prep days. The leader who invited us has a powerful vision for the organisation — and it’s a privilege to help bring that to life. The whole organisation will be in the room. Not just to learn - but to live what they stand for. We had a final 30-minute prep call with the senior team - and they’re so up for this. You can feel it. They’re ready to embody the vision, not just talk about it. Because every thoughtful company has a vision on a slide. Words on a screen. A compelling framework. A bold call to action. But what determines whether it’s embraced? Whether it becomes real? Mindset. A plan is one thing. Activation is everything. That’s where we come in. Our methodology doesn’t just land the message. It activates the mindset that makes it stick. Give your teams this - And there's ignition. And in all honesty - yesterday was a joy. Becks and I spent the day deep in design, bouncing ideas, laughing hard, and feeling that spark when you’re in your sweet spot. Can’t wait to get in the room. ------------------- Hi, I’m Wayne. I help you lead transformational change that engages your teams and gets the results you need. 👍 Like this? ♻️ Repost it! :)

Leaders, I'm going to hazard a guess that this is who you are... You lead in the space between what’s known and what’s unknown. You’re innovating from the known into the unknown because the old answers won’t work anymore. We might call it the Land Between. The Land Between can be confusing - no clear answers, no roadmap. The Land Between can be demoralising - when progress feels slow and uncertain and the past feels safe and warm. The Land Between requires particular capabilities in a leadership team - clarity and courage. A team that can think, adapt, and lead without all the answers. But the Land Between is also where the magic happens - where bold ideas take shape, and the future is built. The Land Between is where you feel alive - where ideas move from spark to form. If you’re leading your team into the unknown, remember this: You’re not lost. You’re creating the path as you go. And that’s what real leadership is. -------------------------------- P.S. If you need help building your team to be effective at leading and innovating into the unknown, reach out.

Succession planning: Stage 1 I knew my kids would be useful someday.

Some venues charge thousands but can’t spare a flipchart or chunky pens. Harsh? Maybe. But I need to get this off my facilitator chest. If you market yourself as a venue for business, ask yourself honestly: Are we taking 100% Responsibility for setting every team up for success when they use our space? Too often, the truthful answer is no. Even with the basics: - Request flipchart paper → get confused stares. - Ask for post-its → wait 45 minutes. - Need to move a couple of tables for better teamwork → face resistance. - Request working tech → cross your fingers. This isn't about free stationery. It’s about mindset. When a team enters your venue, they aren’t just booking a room. They’re buying the possibility of clarity, alignment, and decisions that could shape their business. Your job isn’t providing four walls. It’s creating the conditions where breakthrough conversations happen. I’ve helped teams overlooking US forests, Swiss lakes and German mountains. A stunning view is nice - but it’s not what makes a strategy day work. What helps is whether a venue anticipates the needs of facilitators and teams, creating the right conditions for their success. And too often, I walk into a venue that sells itself as a ‘conference,’ ‘business,’ or ‘offsite’ venue… only to wonder whether they’ve ever stood in the shoes of a team or a facilitator. (And we all know that great business requires standing in the shoes of our customers regularly to challenge our own assumptions.) Two venues that actually get it: Froginwell Vineyard Event Venue (South West, UK) – Connie and Ali treat every guest as special and have a venue that’s perfect for a team (where I ran the workshop in the attached video) Wallacespace (London) – Across multiple locations, I’ve never met a team member who isn’t gifted in hospitality. They anticipate needs before you even ask. Leaders: Where do you take your team when you need to reset and realign? Because sometimes, meeting just a few miles down the road shifts a team’s focus from fire-fighting to future-building. And venues, my challenge is simple: Speak to every team AND facilitator who’s used your venue. Not an automated survey. A proper conversation. Ask two questions: "What worked brilliantly for your team?" "What was missing that would have made a difference?" Do this ten times and watch your business transform. Because when you truly understand what your customers need, you stop selling rooms - and start selling partnership in the team’s success. So if the moral of the story isn’t clear: some venues price like luxury hotels but operate like they’ve never really considered what teams need to succeed. Basically, don’t be that venue. Rant over. What’s been your best (or worst) venue experience? Let’s help the good ones stand out.

If your team’s recent success was pure luck, how soon would you figure it out - and would it be too late? Is your team winning because of your great leadership? Or just great timing… You need to know. Why? Because when the results slow down, most leaders double down on the wrong thing. Otherwise known as Burgelman’s Trap. In 1982, Jim Collins - author of Good to Great - sat in a Stanford classroom, listening to Professor Robert Burgelman. Burgelman looked at the room full of future business leaders and said something that stuck with Collins for decades: “The greatest danger in business and life isn’t outright failure. It’s success - without understanding why you were successful in the first place.” That warning would later shape Collins’ thinking in Turning the Flywheel. We can all agree on this: Winning feels good. Hitting your targets. Getting recognition. Seeing your ideas work. But success, without understanding the cause, is a time bomb. Because when results slow down… - Leaders double down on what worked before (even if the game has changed). - They push their teams harder (but without a clear why). - They scramble for answers (while competitors take the lead). This is how once-great companies and teams stall, fracture, or get left behind. This is Burgelman’s Trap. So how do you avoid it? Here’s the simple practice I recommend to every leadership team I work with, to build into habits and culture. Winning Moves. At the end of each month, ask your team: 1) What were our biggest wins? 2) What actions led to them? 3) How do we repeat them? Five minutes of reflection saves months of scrambling. Because great teams don’t just win - they build a team that knows why they’re winning so that success becomes repeatable. When was the last time your team captured its Winning Moves? Because here’s the tough question: if luck walked out the door tomorrow, would your success go too? -------------------- Hi, I’m Wayne. Many teams get good at faking it, but under the surface they fluctuate between confused or disengaged. We help you build an ALL-IN team that delivers ambitious results and reignites your passion for leadership. 👍 Like this? ♻️ Repost it! :) #mission #mindset #culture

Your organisational change will likely fail because of this* I've seen it happen too many times - the confident launch, the initial enthusiasm, and then the slow, painful fade into "business-as-usual." Not because your strategy is wrong. Not because your comms are poor. Not because your people don't understand. But because you've missed the most critical question of all. The one that makes your heart sink when you realise it too late. When rolling out transformations, new operating models or programmes, most leaders ask: "Have we told them WHAT's changing?" "Are they clear about what they need to DO?" But these questions miss something fundamental. The real question should be: "Have we helped them BECOME who is needed for this change?" Yesterday I sat with a strategy team planning a conference I'm facilitating in April. They're navigating a major shift - new operating model, structure changes, different ways of working. To help me understand the heart of the impact this conference must create, I asked them: "What shift in being do your people need to succeed in this change?" Their response was brilliant. No hesitation. No corporate speak. They immediately understood that transformation isn't just about new processes or structures - it's about who their people become. Here's what most miss: you can't just TELL people to be: More confident | More accountable More strategic | More proactive More aligned | More innovative More decisive | More future-focused More committed | More collaborative You must create experiences that transform who they are, not just what they know. When your people BECOME these things, the right actions follow naturally. This is the work I do - because real transformation doesn’t happen through more slide decks, town halls, or checklists. It happens when teams shift at the level of being - the thing most consultants overlook. If your team understands what's changing but isn’t driving that change forward, you don’t have a knowledge gap - you have a being gap. Want to discuss how to create this shift in your leadership team? Send me a message. *"The brutal fact is that about 70% of all change initiatives fail." - 𝗛𝗮𝗿𝘃𝗮𝗿𝗱 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗥𝗲𝘃𝗶𝗲𝘄 --------------------- Hi, I’m Wayne. Many teams get good at faking it, but under the surface they fluctuate between confused or disengaged. We help you build an ALL-IN team that delivers ambitious results and reignites your passion for leadership. 👍 Like this? ♻️ Repost it! :)

The news at the moment is enough to put anyone in a bad mood. And that’s the problem. Every morning, I turn on the news and wonder: Is this THE crisis of the day, or just the warm-up act? We watch world leaders scrambling - reacting to that day’s crisis, making big calls on the fly, trying to piece together a new way of leading and collaborating while the old rules stop working. And inside our organisations? More pressure. More change. More uncertainty. So it’s understandable that our mood can take a hit. But the mood of a leader can affect the entire team or organisation. Leaders aren’t called to be fairy dust deliverers of unrealistic positivity, but we are called to manage our moods. Here’s how: 1) Notice the mood you’re in - without making it right or wrong. 2) Moods are contagious - so be intentional about what you spread. Just like a bad mood can drag a team down, a leader’s presence can set the emotional tone for an entire organisation. But this isn’t about “staying positive” at all costs - it’s about cultivating moods that open possibility rather than shut it down. A mood of resolve creates action.  A mood of curiosity fuels innovation.  A mood of gratitude shifts perspective. Leaders who deliberately generate these moods - rather than just absorbing the chaos around them - become the steady force their teams need. 3) Watch what you’re giving your attention to - because fear spreads fast. 4) Find the stories of resilience, possibility, and momentum - because they exist if we look. 5) Lead from the future you want to build - not just the crisis in front of you. None of this is about ‘thinking positive.’ It’s about leaders choosing where to stand when the world is shaking. It’s why teams and companies must master both mindset and leadership capability - because one without the other won’t cut it.

Check these off, and you’re ahead of most teams out there. (Not scientific, but highly accurate.) 𝟭) 𝗪𝗲 𝗱𝗼𝗻’𝘁 𝘄𝗮𝗶𝘁 𝗳𝗼𝗿 𝗽𝗲𝗿𝗺𝗶𝘀𝘀𝗶𝗼𝗻 𝘁𝗼 𝗹𝗲𝗮𝗱. If something needs to happen, we kill the blame game and take responsibility to make it happen. 𝟮) 𝗪𝗲 𝗺𝗮𝗸𝗲 𝗯𝗼𝗹𝗱 𝗽𝗿𝗼𝗺𝗶𝘀𝗲𝘀 𝗯𝗲𝗳𝗼𝗿𝗲 𝘄𝗲 𝗸𝗻𝗼𝘄 𝗵𝗼𝘄 𝘁𝗼 𝗸𝗲𝗲𝗽 𝘁𝗵𝗲𝗺. Big results don’t start with perfect plans, they start with real commitments. First, we say yes. Then, we figure it out. 𝟯) 𝗪𝗲 𝗱𝗼𝗻’𝘁 𝗺𝗶𝘀𝘁𝗮𝗸𝗲 𝗯𝘂𝘀𝘆 𝗳𝗼𝗿 𝗽𝗿𝗼𝗴𝗿𝗲𝘀𝘀 Busy doesn’t mean productive. If meetings, reports, and ‘updates’ don’t drive real progress, they’re just sophisticated procrastination. 𝟰) 𝗪𝗲 𝘁𝗮𝗹𝗸 𝗮𝗯𝗼𝘂𝘁 𝗵𝗮𝗿𝗱 𝘁𝗵𝗶𝗻𝗴𝘀 𝗯𝗲𝗳𝗼𝗿𝗲 𝘁𝗵𝗲𝘆 𝗯𝗲𝗰𝗼𝗺𝗲 𝗯𝗶𝗴 𝗽𝗿𝗼𝗯𝗹𝗲𝗺𝘀. If we avoid tough conversations, undercurrents run the show. The best teams are ok being uncomfortable. 5) 𝗪𝗲 𝗱𝗼𝗻’𝘁 𝗷𝘂𝘀𝘁 ‘m𝗮𝗻𝗮𝗴𝗲 𝗰𝗵𝗮𝗻𝗴𝗲’, 𝘄𝗲 𝗰𝗿𝗲𝗮𝘁𝗲 𝗶𝘁. Most teams are in ‘reaction’ mode. The best teams are building what’s next. 𝟲) 𝗪𝗲 𝗸𝗶𝗹𝗹 ‘t𝗵𝗮𝘁’𝘀 𝗵𝗼𝘄 𝘄𝗲’𝘃𝗲 𝗮𝗹𝘄𝗮𝘆𝘀 𝗱𝗼𝗻𝗲 𝗶𝘁.’ Business as usual is not a friend. It’s another way of saying ‘we’ve stopped thinking.’ 𝟳) 𝗪𝗲 𝗱𝗼𝗻’𝘁 𝗺𝗶𝘀𝘁𝗮𝗸𝗲 𝗻𝗼𝗱𝗱𝗶𝗻𝗴 𝗳𝗼𝗿 𝗮𝗹𝗶𝗴𝗻𝗺𝗲𝗻𝘁. If no one says what they really think, and no one does what they said they would, that’s not alignment - that’s avoidance. 𝟴) 𝗪𝗲 𝗮𝗰𝘁 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲 𝗳𝘂𝘁𝘂𝗿𝗲, 𝗻𝗼𝘁 𝘁𝗵𝗲 𝗽𝗮𝘀𝘁. We’re visitors from the future - and no, that’s not weird. It’s the only way to lead in the present. 𝟵) 𝗪𝗲 𝗵𝗮𝗻𝗱𝗹𝗲 𝗯𝗿𝗲𝗮𝗸𝗱𝗼𝘄𝗻𝘀 𝗮𝘀 𝗳𝘂𝗲𝗹, 𝗻𝗼𝘁 𝗳𝗮𝗶𝗹𝘂𝗿𝗲𝘀. Hitting a wall isn’t a sign to stop. It’s proof that the commitment we made is challenging what it needs to. 𝟭𝟬) 𝗪𝗲 𝗼𝗽𝗲𝗿𝗮𝘁𝗲 𝗹𝗶𝗸𝗲 𝗮 𝘀𝗽𝗼𝗿𝘁𝘀 𝘁𝗲𝗮𝗺, 𝗻𝗼𝘁 𝗮 𝗰𝗼𝗹𝗹𝗲𝗰𝘁𝗶𝗼𝗻 𝗼𝗳 𝗷𝗼𝗯 𝗱𝗲𝘀𝗰𝗿𝗶𝗽𝘁𝗶𝗼𝗻𝘀. We know who’s playing what position, and we step up for each other. If you want these to be the DNA of your company and people, get in touch -------------------------------- Hi, I’m Wayne. Many teams get good at faking it, but under the surface they fluctuate between confused or disengaged. We help you build an All In team that delivers ambitious results and reignites your passion for leadership. 👍 Like this? ♻️ Repost it! :) #mission #mindset #culture

"We're great at analysing the hell out of things and coming up with 101 hypothetical reasons not to change." That's what one of my clients said recently. And they're so right that I'm going to print it out and stick it on my noticeboard to remind myself why I do what I do. Because talking isn't the problem. It's HOW we talk that is. Ask yourself this: Do your team’s conversations create breakthroughs? Or just maintain business-as-usual? Or worse? The answer to that should tell you everything. In these four weeks, I'm facilitating: > Five enrolment workshops for PepsiCo - helping R&D teams align and partner on an innovation program that could transform how PepsiCo  creates flavours. > A leadership program for a mid-size UK company, developing their Account Managers into brilliant business partners. > A three-day conference with my friend Becks for nearly 100 leaders at one of the world's largest Pharma organisations, coming together for the first time since pre-COVID to create their future as an organisation. And every one of those teams or organisations is filled with talented people, technical experts, and creative minds. But talent, years of experience, and simply being in the room isn’t enough. You can gather the best minds, stack the agenda with big ideas - but if the conversation stays safe, nothing changes. If the conversation or relationships stay in the current frame of reference, nothing changes. The teams I work with don’t just meet - they move. They challenge assumptions, make bold calls, and turn decisions into momentum. Because what’s missing isn’t skill. It’s the mindset and guts to face the real issues, create the future, and make it happen. So ask yourself... Is your team just in the room? Or are they All In? --------------------- Hi, I’m Wayne. Many teams get good at faking it, but under the surface they fluctuate between confused or disengaged. We help you build an ALL-IN team that delivers ambitious results and reignites your passion for leadership. 👍 Like this? ♻️ Repost it! :) #mission #mindset #culture

The £1,000 room with £10 hospitality: why venues sabotage your team's success You’ve paid 100s/1000s for an offsite venue. Your team is primed for an important day. Then you ask for a flipchart… and the staff look at you like you’ve said you arrived from a galaxy, far, far away. For over 20 years, I’ve facilitated leadership offsites in places overlooking US forests, Swiss lakes, and German mountains. A stunning view is nice - but it’s not what makes a strategy day work. I’ve seen venues that understand what a team needs to do its best work. And I’ve seen plenty that don’t. Whether it’s a high-end retreat or a simple meeting space, the real question is: does the venue help or hinder the work? Yes, good onboarding and planning matter. A well-thought-out agenda helps. But here’s the truth: Facilitators and teams forget things. A last-minute request for markers. A team needing to shift the room layout. An extra screen for a breakout session. It happens. Every time. And this is where the gift of hospitality makes all the difference. Hospitality isn’t about free extras. It’s about anticipation and response. A great venue understands that when a facilitator walks in, their brain is already full of the team’s needs, the session flow, and making sure the day delivers real value. They don’t have mental space to chase down basics. A great venue understands that teams often walk in stretched, not relaxed. They need an environment that removes barriers - not creates them. But too often, the venue becomes the distraction. You know the ones. > Ask for flipchart paper? They want to charge an extra £50. > Need post-its? They’ll arrive in time for next quarter’s meeting. > Want to shift two tables? You’d think I’d asked to relocate the Crown Jewels. > Expect working tech? Their "AV system" turns out to be someone’s iPad from 2014. When that happens, mental energy that should be focused on alignment, decisions, and strategy gets wasted troubleshooting the basics. Your job isn’t providing four walls. It’s creating an environment where the conversations that shape the business can happen. Two UK venues that get it right: Froginwell Vineyard Event Venue – Thoughtful, seamless, and genuinely invested in making the day work. Wallacespace - Venues in London where the team seems to know what you need before you ask. For Venues: here's my challenge Speak to every team and facilitator who’s used your venue. Not an automated survey. A proper conversation. Ask: What worked brilliantly for your team? What was missing that would have made a difference? Do this ten times. Then act on it. You’ll have a venue people don’t just book—they recommend. For Leaders and Facilitators: What’s been your best (or worst) venue experience? Let’s help the good ones stand out 👇🏻 --------------------- Hi, I’m Wayne. I help you lead transformational change that engages your teams and gets the results you need. 👍 Like this? ♻️ Repost it! :)