I've spent a large part of my career working with organisations going through change, and one of the things I've become increasingly interested in is what happens in the space between deciding that transformation is needed and actually being ready to undertake it. 

The two things aren't quite the same. 

An organisation can be very clear that it needs to change. It can have an ambitious strategy, a compelling vision for the future and a growing awareness that the way it currently operates may not be sufficient for what comes next, but that doesn't necessarily mean it is ready to transform. 

It might be that the organisation has grown faster than its structures and processes. Perhaps responsibilities have evolved organically and are no longer quite as clear as they once were. Perhaps good people have taken on additional responsibilities because they were needed at the time, and those arrangements have gradually become embedded. 

The starting point for transformation isn't necessarily a list of things that need fixing. As I said in my 10 September post, I begin with the strategy and try to understand what the organisation is now being asked to achieve. 

There is another part of organisational readiness that is less tangible but, in my experience, just as important: the willingness of people to engage with what the organisation may need to become. 

That doesn't mean everyone has to agree with every proposed change. Organisations are made up of people with different perspectives, experiences and legitimate interests, and some of the most useful conversations in transformation are the ones where people disagree constructively. 

It does mean that there needs to be trust for people to talk honestly about what is and isn't working, and respect for people to embrace what they’re being asked to do. This is one of the reasons an external perspective is useful because they can ask questions without carrying the same history and can sometimes see connections between things that have been considered separately for a long time. 

Of course, that only works if the organisation is genuinely open to what it might discover, which brings me back to the space between transformation and organisational readiness. 

For me, that space is about creating enough clarity to understand what needs to change, enough confidence to make choices about it, and enough capability within the organisation to turn those choices into reality. 

I see organisational readiness as something that can itself be developed. Sometimes the work required before transformation is quite practical: clarifying priorities, decision-making, roles, responsibilities or information. Sometimes it is about creating the space for leaders and teams to have conversations they haven't previously had.  

And sometimes it is simply about slowing things down enough to understand what is actually going on before deciding what to do about it. This can feel counterintuitive when an organisation is under pressure to change, but in my experience a little more time spent understanding the organisation can save a great deal of time later.  

It also makes transformation much more likely to stick. 

What happens when the leader isn't in the room? 

We talk a lot about resilient leaders. Can they absorb pressure? Can they make hard calls under fire? Can they take criticism without taking it personally? 

These are fair questions, but they miss the bigger picture as I often see a frustrating paradox. Well-intentioned CEOs surround themselves with brilliant, experienced people but without the right structures in place (clear authority, defined decision-making boundaries and the trust to let go) so that talent goes to waste. 

The hardest part of leadership is to deliberately step back because when a leader stays in the centre of every conversation, even highly capable teams start looking upwards for validation. “What do you think?” “Should we do this?” “What would you do?” and before long, the person at the top becomes the bottleneck for every decision. 

It is easy to see how this happens: it even feels like good leadership. You are responsive, supportive and highly visible but over time, this helpfulness builds a fragile culture. If every difficult decision travels up the chain, the organisation’s capacity shrinks to the capacity of just one person. 

Values and strategy as operational tools 

During the height of Covid, a junior colleague at an organisation I know faced a completely unprecedented situation.  

Compassion was one of that organisation’s core values and in that moment, it stopped being a slogan on an annual report and became an operational tool as she asked herself a single question: “What is the most compassionate thing I can do here?” 

The same logic applies to strategy. A strategic plan doesn’t build resilience just because it exists on a slide deck; it works when it gives people a compass during a storm. 

Good CEOs I work with repeat their top priority so often it sounds like a mantra. Why? Because it gives the team something to orient around when things get noisy. Without that clarity, every stakeholder conversation becomes an emergency, every shiny new opportunity becomes a distraction, and the organisation constantly reacts instead of leading. 

Good strategy and clear purpose do not eliminate uncertainty. They simply give you a solid place to stand when everything else moves. 

The real job of leadership 

If you want to test the resilience of your organisation, start asking these questions: 

• What are we actually here to do?
• What matters most right now? 
• Who has the authority to make this call? 
• What would we do if the CEO wasn't here to ask? 

This describes a massive chunk of my work in the space between a leader and their executive team. As a fractional Chief of Staff, my job is to find the places where everything still travels upward. I help teams figure out what genuinely needs the CEO’s eyes and what doesn't. We clarify where authority starts, where it ends and how to make the strategy more than a periodic exercise that gets filed away and forgotten. 

The ultimate test of leadership is not how well you hold it all together; it’s how well the organisation runs when you let go. 

One of the benefits of being a CIPR member is the variety of learning opportunities available through its Continuing Professional Development programme. Over the last year, I've accumulated CPD points in all sorts of ways, from networking events and webinars to reading research papers and reports that challenge my thinking.

One such paper was Gullible Search Optimisation (GSO): The Attack of the AI Search Optimisers by agency, Hard Numbers.

While the title initially raised a smile, the content quickly highlighted a serious issue: what happens when artificial intelligence becomes increasingly responsible for finding, filtering and presenting information on our behalf?

Most of us have become reasonably adept at evaluating traditional search engine results. We understand that rankings can be influenced by search engine optimisation techniques, advertising and content strategies. We know to apply a degree of scepticism and to cross-reference information where necessary. AI-powered search tools however create a different challenge.

Rather than presenting a list of sources for us to evaluate, they increasingly synthesise information and present answers directly. The convenience is undeniable, but it also introduces new risks. If information can be manipulated in ways that influence how AI systems interpret and surface content, then the confidence users place in those answers may not always be justified.

The issue extends far beyond technology; it is fundamentally about trust.

As leaders, communicators and advisers, we are increasingly operating in environments where decisions are informed by information gathered through AI tools. Whether researching a market, preparing a briefing, analysing stakeholder sentiment or simply answering a question, there is a growing temptation to accept AI-generated outputs at face value.

The paper serves as a useful reminder that technology has not removed the need for critical thinking; if anything, it has increased it. The most effective professionals are those who can assess its credibility, understand its limitations and ask the questions that others overlook.

Much of my role involves helping organisations navigate complexity, challenge assumptions and make better decisions. The same principles apply whether reviewing a business case, assessing organisational risk or evaluating information generated by an AI system.

Good judgement remains a human skill along with curiosity, critical thinking and a willingness to verify before acting. What role does critical thinking play in your use of AI tools? Have you changed the way you evaluate information since AI became part of your daily workflow?

Have you subscribed to my new newsletter, The Space Between on LinkedIn?

In the first issue, I talk about my comment on this LinkedIn post where I raise the issue of how often organisations confuse having a strategy with having a way of making decisions.

One of the unintended consequences of having a strategy, is that almost anything can be made to look as though it supports it. I've sat in enough meetings over the years to know that if somebody is passionate enough about a particular initiative, they'll usually find a strategic objective that appears to justify it.

The problem is that strategic alignment and organisational benefit aren't necessarily the same thing.

Projects gain momentum because they sounded exciting, because they had a persuasive sponsor, or because nobody wanted to be the person asking awkward questions.

That's why I've always had a soft spot for action plans and risk registers because they force a different conversation:

• Who's accountable?
• What are we stopping in order to do this?
• What assumptions are we making?
• What does success actually look like?
• What happens if we're wrong?

To stop organisations disappearing down expensive rabbit holes, the best discussions expose wishful thinking, encourage common sense and are supported by good governance and robust planning.

As fractional Chief of Staff and membership consultant to the CEO at the Chartered Institute of Ergonomics & Human Factors (CIEHF), Di worked across the senior leadership team during a period of significant organisational evolution.

The role sat at the intersection of strategy, governance, operations and delivery, helping translate ambition into practical execution while strengthening the Institute’s commercial and operational foundations.

Challenge
Like many professional membership bodies, CIEHF was balancing a complex mix of priorities: modernising systems and ways of working, improving member engagement and financial sustainability, while ensuring governance and operational delivery remained aligned with the organisation’s broader mission.

Alongside this sat the practical realities of coordinating staff, volunteers, Board stakeholders and external suppliers, all while maintaining momentum across day-to-day operations and strategic initiatives.

Approach
Working as a close adviser and operational partner to the CEO, Di provided strategic counsel across organisational priorities while also leading delivery on several high-impact initiatives.

This included delivering a CEO-sponsored organisational change programme designed to align strategy, governance and operations around four mission-driven pillars. She also introduced more structured reporting, planning cycles and executive dashboards, improving visibility, accountability and leadership decision-making across the organisation.

Alongside this, Di led work to reform membership structures and payment systems, helping strengthen financial sustainability while improving the member experience. Her role also extended into digital evolution and organisational capability-building, including CRM optimisation, implementation of a new community platform and the introduction of AI-enabled tools to improve insight, engagement and operational efficiency.

Throughout the engagement, she acted as a bridge between strategic intent and practical delivery, helping maintain pace, alignment and clarity across multiple concurrent priorities.

Outcome
The work contributed to stronger organisational alignment between governance, strategy and operations, alongside measurable improvements in reporting visibility and executive oversight.

Membership reforms improved renewal performance and reduced late payments, while commercial and strategic recommendations supported projected income growth and increased member engagement. At the same time, the organisation accelerated its digital capability and strengthened internal planning and delivery processes, creating a more robust operational foundation for future growth.

Testimonial
“Di brought a rare combination of strategic judgement, operational grip and pace. She quickly became a trusted adviser, helping translate ambitious ideas into practical delivery across the organisation.

She has a strong instinct for where focus is needed most, and an ability to bring people together around change without creating unnecessary friction. Her contribution significantly strengthened both our operational effectiveness and our confidence in decision-making at leadership level.”

 

Many students enter the job market with strong academic credentials but little experience of how to position themselves effectively with employers. Competition for internships and placements can be intense, and repeated rejections can quickly undermine confidence. 

When Dezel started working with Di, he was actively applying for placement opportunities but struggling to gain traction. Despite clear capability and determination, applications were producing little success and the process was becoming increasingly frustrating. 

Challenge 

The challenge was not a lack of ambition or effort; the approach was too broad making it difficult to present a compelling and consistent story to employers. At the same time, repeated unsuccessful applications were beginning to affect his confidence. 

The objective was to help him identify a clearer direction, strengthen his personal positioning and approach recruitment processes with greater confidence and preparation. 

 

Approach 

Together, they reviewed his CV, personal statement and project experience, identifying opportunities to better communicate strengths and achievements. Rather than continuing to pursue a broad range of roles, the focus shifted towards a specific area of interest, allowing applications to be tailored more effectively. 

Alongside practical support with applications, Di provided interview coaching and preparation, helping anticipate likely questions, develop stronger responses and build confidence in his ability to perform under pressure. 

Throughout the process, the mentoring extended beyond careers advice. Di knows that resilience and confidence are just as important as technical preparation and made a conscious effort to support Dez behind the application process, particularly during periods of disappointment and uncertainty. 

Where appropriate, she also leveraged her professional network to identify potential opportunities and provide additional visibility into the market.  

Outcome 

The impact of a more focused and strategic approach was almost immediate. 

Within two weeks of refining the target market and tailoring applications accordingly, he had two successful applications after previously experiencing little progress. He also advanced through a competitive interview process using techniques and preparation developed during the mentoring relationship. 

More importantly, Dez developed greater confidence in her abilities, a clearer understanding of how to position himself professionally and a stronger foundation for future career decisions. 

The experience reinforced that successful mentoring is often about more than career advice alone. It is about helping people recognise their strengths, navigate setbacks and maintain momentum when opportunities feel out of reach. 

Testimonial 

“Di far exceeded my expectations of a professional mentor. From the first session, she created an environment where I could ask anything and collaborate freely. 

Together, we worked through my CV, personal statement and project experience, helping me present myself far more effectively. She encouraged me to move away from applying for a broad range of placements and instead focus on a specific field, tailoring my applications accordingly. The result was that I went from no successful applications to two successful outcomes within two weeks. 

Before my first interview, Di offered to run a preparation session where we practiced answering likely questions and staying composed under pressure. During the interview, three of the five questions asked were ones she had predicted and prepared me for, helping me progress to the next stage. 

What made the biggest difference, however, was Di herself. She was supportive, reassuring and genuinely invested in my success. Her first concern was always how I was doing personally, not just professionally. When opportunities were limited, she even reached out to her own network to explore potential placement vacancies on my behalf. 

Di did everything a great mentor should do, and more.” 

I often get asked what a Chief of Staff really does. It's a good question since the title means different things in different organisations and there's a lot of talk about it right now. So here’s how I tend to explain it.

A Chief of Staff helps the person in charge (or leadership team) do their job. It’s about creating the right environment for good decisions, important conversations and making sure everyone is moving in the same direction.

In practice, this means shaping how the leadership team works together, not just when they meet. It also means keeping the link between strategy and what’s really happening, since that connection often gets lost.

I work fractionally and on focused engagements because most organisations that need this kind of help don't need a full-time senior hire. I come in and truly add value by being the glue BETWEEN the roles.

If this is something you think might be of interest, feel free to get in touch, and we can arrange a chat.

Di has worked with HewardMills in a long-term fractional strategic advisory role since the organisation’s early stages, supporting the leadership team as the business evolved from start-up through to an internationally recognised data protection consultancy operating in a highly regulated environment. 

Working closely with the founder and CEO, her role extended beyond traditional strategic consultancy into broader organisational development, helping shape not only market positioning and commercial direction, but also many of the operational and structural foundations needed to support sustainable growth. 

Challenge
Building credibility in the global data protection and governance sector requires more than technical expertise. The organisation needed to establish a clear market identity, professional infrastructure and scalable operating approach capable of supporting growth across multiple jurisdictions and client sectors. 

Alongside commercial expansion, there was also a need to ensure consistency in brand, communication, governance and client experience particularly given the trust-sensitive nature of data protection work and the increasing complexity introduced by GDPR and UK GDPR regulation. 

The business was also developing a growing portfolio of social impact and non-profit clients, requiring careful positioning and go-to-market thinking within a highly specialist field. 

Approach
Acting as a strategic adviser and trusted operational partner, Di supported a wide range of foundational and growth-focused initiatives across the organisation. 

This included advising on aspects of company structure, organisational development and operational scaling as the business matured internationally. She led the development and implementation of core brand and communications infrastructure, briefing and managing the design process to establish a professional and credible market presence aligned with the organisation’s positioning. 

Alongside this, she embedded practical operational tools and templates across the business including reporting structures, presentation materials and client-facing documentation helping create consistency, professionalism and scalability across day-to-day operations.  

Her work also included strategic advice to the Board on market positioning, commercial development and growth opportunities as well as supporting go-to-market strategy for the organisation’s social impact client portfolio. Part of this work included her support for HewardMills’ successful application to become a B Corp. 

Over time, Di developed a strong working understanding of GDPR, UK GDPR and the wider governance and risk considerations affecting both commercial and non-profit organisations, enabling her to contribute effectively to strategic discussions in a highly regulated environment.  

Outcome
The organisation successfully evolved from early-stage consultancy into a globally operating data protection business with a stronger commercial identity, more consistent operational infrastructure and clearer market positioning. 

The work helped establish a professional brand presence and scalable internal systems capable of supporting international growth, while also strengthening the organisation’s ability to engage both commercial and social impact clients with confidence and credibility. 

Throughout the engagement, Di provided continuity, strategic challenge and practical implementation support across multiple phases of the company’s development. 

Testimonial
“Di played an important role in helping shape HewardMills as we grew from an early-stage business into a global organisation operating in a highly regulated sector. 

What sets her apart is the breadth of her contribution. She combines strategic thinking with practical delivery and has a strong instinct for what an organisation needs in order to scale effectively and professionally. 

From brand development and operational infrastructure through to commercial thinking and leadership support, she consistently brought clarity, pace and sound judgement. She became a trusted adviser to both the Board and wider leadership team during a critical period of growth.” 

One of the patterns I see is that leadership teams aren’t short on ideas; they’re short on protected capacity to follow them through.

Strategies are agreed. Priorities are clear. The intent is there but progress slows under the weight of governance, member needs, operational demands and the simple reality that most teams are already at full stretch.

This is where I work best.

As a fractional Chief of Staff, I sit alongside CEOs and leadership teams to create the structure, clarity and momentum that allows organisations to move forward with confidence.

That might mean: 

• Translating strategic priorities into practical, deliverable plans
• Ensuring alignment between board, executive and operational activity
• Bringing focus and coordination to complex or sensitive initiatives
• Strengthening internal systems and ways of working
• Acting as a trusted partner who can see across the whole organisation

For CEOs (and often COOs) this role becomes most valuable when growth or complexity starts to stretch the system.

When every priority feels important, governance demands are increasing, and the team is already operating at capacity, someone needs to hold the whole picture. Not to add another layer but to protect focus, ensure follow-through and reduce friction at senior level.

Membership organisations, in particular, operate in uniquely complex environments. Balancing governance, member value, stakeholder expectations and long-term sustainability requires constant attention and often, additional senior-level capacity.

The role of a Chief of Staff is to create the conditions where leadership teams can focus on direction, decision-making and impact.

(Originally published on LinkedIn)