Australia and New Zealand are like 2 brothers. One big brother, Australia,
and the smaller brother New Zealand. We are culturally similar and speak
with almost the same accent (almost but not quite the same). Both
countries have experienced recent tragedies and challenges. However,
there are 2 very different prime ministers. Let’s explore what we can learn from
these two leaders within significant change events.
New Zealand
On 15 March in Christchurch New Zealand, there was a mass shooting at 2
mosques resulting in 51 killed and 49 injured. This has cut through the
psyche of New Zealand quite deeply as it was the first time the country had
experienced mass shooting at this scale. Being a small country with a
relatively liberal and tolerant culture this came a shock for most.
Jacinda Arden, the Prime Minister of New Zealand, reacted swiftly. Within
a few hours of the event she addressed the terrorist directly
demonstrating strength and determination. She quickly flew into
Christchurch to visit survivors and their relatives. Dressed in black head
scarf, she visited mosques and asked how she could support the mosques
and the victims. Within a few days of the event she also called out
blatantly the responsibility of social media platforms in hosting hate
messages which was the case for this incident as the attacker posted
Facebook messages prior to the attack.
She then made sweeping changes to gun laws in New Zealand banning all
assault rifles and military-style semi-automatics. This happened within a
few days of the event and though some may argue that this is much easier
to achieve in New Zealand than the US but the point is that she acted
swiftly and had even convinced the conservative opposition party to enact
on this law.
4 key lessons we can learn from her example as a change leader include:
1. Displaying agile leadership. She proactively faced into a catastrophic
situation and worked with others to address the situation head-on.
She made fast and clear decisions to resolve and contain the
situation.
2. Authenticity. She spent time with those affected by the tragedy and
showed empathy and care. This wasn’t about the photo
opportunity as it was more about spending time to listen and show
care for those impacted by change. She didn’t try to be someone
she is not. Instead of the antagonistic and hostile speeches that one
might expect from leaders like Trump, her words were empathic,
strong and unwavering.
3. Displaying emotional connection . She also placed herself in the
shoes of those affected by the tragedy with her cultural sensitivity
and emotional connection to those impacted. The grieving was not
only felt by those involved in the tragedy, the whole nation was
grieving. Her visibility was critical to speak for the nation but also to
acknowledge everyone’s emotional state and concerns. The critical
word here is ‘visibility’. Felt emotional connection wont garner
groups of people if they are not displayed.
4. Collaborating with others to drive change. A series of changes
ensued not just gun law changes, but also driving security, and
social media regulation changes. In an interview she used the words
“duty of care as a leader” to safeguard her people and address their
concerns. She is not just speaking for herself, but also for other
leaders, including business leaders, to step up and take action. She
also influenced various world leaders on the same agenda to rally
support.
Australia
Right now in Australia, at the time of writing, we are still in the middle of a
catastrophic set of fires raging across most states of Australia. More than
1300 homes have been burnt down and 18 people have died so far. In
Sydney, we have had more than 2 months of smoke haze in our air
resulting from bushfires, and sometimes the air quality can be 11 times
more than ‘hazardous’ level. This is absolutely the worst I have ever
experienced in Australia. This morning, I received the message that at the
southern highlands where I spend Christmas, the area is surrounded by
bushfires and residents have all been evacuated.
Let’s have a look at how our Prime Minister has lead the country during
this period of environmental change. Unlike the leadership we’ve seen
from Jacinda Ardern, Scott Morrison our Prime Minister flew out with his
family to Hawaii to spend holidays by the water. Whilst the country is
burning and people are suffering, even under intense criticism, our prime
minister was absent and away. When prompted to address serious
climate change issues, he responded by saying that it was not the time to
talk about climate change.
Eventually after continued public pressures, after Scott Morrison came
back from holidays he proceeded to visit some of the towns completely
destroyed by bushfires. Many of the victims refused to shake his hand. In
the business world we have also seen this type of reaction from those
who felt they have been deserted and have not received any leadership
support. There have even been incidents where the victims have asked
Scott questions and he had ignored them and moved away, then later on
quoting how he had promised help for them.
Whilst fires continue to burn through our states, the Prime Minister’s
party released a party propaganda social media tweet proclaiming the
party’s prowess in helping Australians through supporting firefighters,
listing the financial assistance offered as a part of the package. An
Australian TV panellist said this was like “being ‘sold to’ at a funeral”. It
was completely inappropriate and badly timed.
In terms of the same change leadership lessons we had captured from
Jacinda Ardern, what can we also learn from Scott Morrison’s change
leadership example?
1. Displaying agile leadership. Lack of action and decision at the
commencement of the change is almost unforgivable. It is very hard
to salvage from the lack of leadership support when at this pivotal
moment when there is no leadership action or response.
2. Authenticity. Unfortunately, authenticity by definition cannot be
faked nor acted. People see through the actions and inactions of a
leader. There is no amount of corporate communications packaging
nor word-smithing that can change how others experience through
change leadership, or the lack of. Being open and transparent
remains the best approach for any change leader.
3. Displaying emotional connection. It is difficult to fake emotional
reaction. Through overall body language as well as tonal cues
people can easily pick up on a leader’s ability to connect
emotionally. When people are in distress and in suffering, the best
approach is to simply listen and show that you have heard them.
Ideally, you are also able to address at least some of their core
concerns. But the critical must-have remains how a leaders
displayed active listening and showing that he or she cares.
4. Collaborating with others to drive change. What Australia needs is
global leadership to drive climate change and to work with various
agencies and leaders, the same way that Jacinda Ardern has been
doing with New Zealand‘s agenda. Several countries have proactive
offered support in fighting bushfires even without Scott Morrison
reaching out to tap on others.
Change is all around us, not just in the organizations that we work in.
In the same way, change leaders are also all around us.
Leading change is an absolutely critical skill to master and will well into the future.
Turning change chaos into competitive advantage: How a leading insurer mastered peak change with The Change Compass
In today’s fast-paced business environment, change is the only constant – especially in highly regulated, customer-facing sectors like insurance. But what if, instead of being a source of risk, organisational change could become your greatest lever for business performance? That’s the journey one major insurer embarked on, and the results are a blueprint for transformation-driven success.
The perfect storm: Why peak change periods are so challenging
Every year, as the calendar ticks towards the December-January holiday season, this insurer encountered a familiar scenario:
Customer-facing employees were under pressure, fielding increased transactions and supporting customers through holidays.
Multiple agile projects, each designed to drive innovation and process improvement, were slipping in timelines – as often happens in complex transformation portfolios.
The result? A flood of change “went live” simultaneously just before the company-wide shutdown.
For business leaders, this created a daunting balancing act: realising the benefits of innovation, while not overwhelming frontline teams or sacrificing operational stability. Missed deadlines or last-minute rollouts could lead to service disruptions, employee burnout, lost revenue, and eroded customer trust.
The breakthrough: Data-powered collaboration
So how did this insurer escape the costly cycle of end-of-year chaos? With The Change Compass, they turned data into their superpower.
The organisation established a regular, cross-functional forum that brought together operations, planning, and project delivery (PMO). But this wasn’t just another meeting – this was a command centre built around live, detailed change data.
Key transformations in approach:
Shared Early Warning System:
Project delays, resource bottlenecks, and clustered change activity were visible weeks or months in advance, not discovered at the last minute.
Intelligent Risk Management:
The team could scenario-plan, not just react, to delivery risks and operational pinch points.
Business-Driven Dialogue:
Operations leaders voiced customer realities and BAU needs, shaping project timelines for true business readiness.
Real-world results: From fire-fighting to future-proofing
Thanks to this new level of insight and collaboration, the insurer fundamentally changed how it managed periods of peak change. Here’s what set them apart:
1. Proactive Forecasting and Portfolio Planning
The company moved from “gut feel” to data-backed change forecasts, mapping exactly when and where change would impact operations.
No more scrambling: resource plans, communications, and business readiness activities were optimised for actual risks and opportunities.
2. Collaborative Course Correction
Instead of viewing project slippage as a crisis, the PMO could re-sequence initiatives, redesign release packages, or reallocate teams before risks materialised.
The forum fostered joint problem-solving – turning silos into a unified change-fighting force.
3. Protecting Business Value
With fewer surprises and less disruption, business units delivered on promised benefits even during high-change windows.
Change velocity was matched by business readiness, preserving customer experience and employee morale – even during intense periods.
Key value metrics achieved
Savings from BAU cost spike of $1+Mil per annum from change peak periods
Protection from productivity dips of 30-45% from change disruptions
Prevention of customer churn of $1+Mil per annum from frontline operations disruptions
Additional 30-50% gain in change benefits realised through well-coordinated portfolio deployment
Why this matters: Making change your strategic weapon
The lesson is clear: Change doesn’t have to feel risky, unpredictable, or exhausting. With The Change Compass:
You gain clarity – see the full picture of what’s changing, when, and how it affects your people and customers.
You empower teams – from PMO to frontline operations, everyone acts with foresight and confidence, not crisis mode.
You realise more value – initiatives deliver lasting outcomes, not headaches or half-finished results.
This is more than a software platform – it’s a new operating model for change-centric businesses.
Going Beyond “Surviving Change” to Leading Your Market
Imagine if your organisation could:
Anticipate and neutralise risks long before they disrupt business
Execute more strategic projects, faster – without burning out staff or diluting customer experience
Align every level of the business around a shared, data-driven roadmap for change
That’s what The Change Compass unlocks. It’s already helping leading insurers and other organisations turn the “messiness” of change into disciplined, high-impact action – and giving them a real edge on competitors still stuck in fire-fighting mode.
Ready to step into change leadership using data?
If you’re tired of peak periods bringing more anxiety than opportunity, it’s time to see what’s possible when you combine collaboration, smart forums, and powerful change analytics.
Try The Change Compass and:
Put yourself in the driver’s seat for every change, no matter how complex.
Rally your teams around a data-powered playbook for business performance.
Experience smoother, smarter transformation—365 days a year.
Don’t just survive the next wave of change – lead it with data-backed confidence, outperform your industry, and empower your teams. The Change Compass is ready to help you turn every challenge into achievement.
In our fast-moving, data-centric world, the ability to capture the focus of senior leaders during data presentations is not just a valuable skill but a vital one. With attention spans growing shorter and the constant deluge of information, this challenge has become even more significant. To put it in perspective, think about this surprising fact: the average person’s attention span has shrunk from 12 seconds in 2000 to a mere 8 seconds today, which is even less than that of a goldfish.
Now, here’s the thing: when we present data to senior managers, we should understand that they are subject to the same challenges. Their workdays are a whirlwind of meetings, overflowing email inboxes, and a steady stream of digital interruptions. Just getting a meeting with a senior leader can be a tough feat in itself, and once you do, making an instant and lasting impression becomes essential.
The Significance of Data in a Time-Strapped World
In this age of information overload, where data constantly competes for our limited attention, the stakes couldn’t be higher. To put it plainly, research has uncovered an astonishing fact: senior leaders spend, on average, only 15 seconds reviewing a document before making a decision. In this remarkably brief moment, your data presentation must do more than simply seize their attention; it must inform and persuade, creating an indelible impact.
Now, let’s embark on a journey into five crucial strategies, thoughtfully designed to ensure that your data presentations to senior leaders not only capture their attention but also make a lasting mark on their decision-making process.
1. Use data visualization
Data visualization is a remarkable tool for making your information truly unforgettable. It’s not just about presenting data; it’s about creating a visual narrative that resonates. Visual content is something our brains process with remarkable efficiency compared to raw data. To bring your data to life, consider crafting infographics, diagrams, or charts that distill intricate data into simple, digestible forms.
However, here’s the key: clarity and simplicity. The aim isn’t to drown senior leaders in excessive detail. Rather, it’s about enabling them to grasp the essence of your message at a single glance.
But remember, data visualization is more than adding charts; it’s about weaving a story. It’s about choosing the right type of visualization that complements your message. For instance, if you’re seeking to convey the impact of change initiatives, think about employing a bubble diagram. This elegant choice can illustrate the full extent of each initiative’s influence, transforming complex data into a captivating narrative.
Here’s an example of a bubble diagram that shows the extent of the impact of each initiative.
2. Navigating Psychological Bias in Data Presentation
Psychological bias is a formidable factor that can distort the way data is perceived, ultimately leading to decisions that may not be aligned with the true insights. To tackle this challenge effectively, it’s imperative to be meticulous in your choice of color schemes and data representations, with the ultimate aim of reducing cognitive biases.
Understanding the Impact of Color:
The use of color is a potent tool that can significantly affect the way we perceive information. Research has demonstrated that individuals can subconsciously interpret the same color differently, leading to potential misinterpretation of data. For example, red, traditionally associated with caution or danger, can be misconstrued as a negative signal even when it signifies high levels of change or activity.
To counteract these biases, it’s critical to recognize that the way you present data can influence how senior leaders perceive it. A seemingly subtle yet profoundly influential alteration involves replacing traditional traffic light colors with different shades in change heatmaps, offering a more objective representation of data. This meticulous shift minimizes unintentional misinterpretations, ensuring that the data is approached with clarity and impartiality.
By incorporating this awareness into your data visualization strategy, you not only elevate the quality of your presentations but also cultivate a more unbiased and objective environment for senior leaders to engage with the data. This approach enables them to make decisions grounded in the true insights the data provides, ultimately leading to more informed and effective outcomes.
Here is an example of a change heat map from The Change Compass, using different shades of blue instead of traffic light colors.
3. Tailoring Data Detail for Maximum Impact
When it comes to presenting data to senior leaders, the age-old adage “less is more” couldn’t be truer. The art of capturing their attention and making a lasting impression often lies in the fine balance between depth and brevity. To master this art, it’s essential to focus on conveying no more than three key messages per meeting. The data you present should be honed to a razor’s edge, laser-focused on supporting the messages you aim to convey.
The Strategic Choice of Content
When it comes to presenting data to senior leaders, the age-old adage “less is more” couldn’t be truer. The art of capturing their attention and making a lasting impression often lies in the fine balance between depth and brevity. To master this art, it’s essential to focus on conveying no more than three key messages per meeting. The data you present should be honed to a razor’s edge, laser-focused on supporting the messages you aim to convey.
The selection of what to present is as critical as how you present it. In this context, less isn’t just more; it’s clearer and more impactful. Restrict the number of slides to just a few, ensuring that each slide serves a precise purpose while contributing to the overall narrative you’re crafting.
This strategic approach encourages discussion, engagement, and, most importantly, memorability. By avoiding information overload and guiding senior leaders through a concise, purpose-driven data journey, you create an environment ripe for insightful dialogue and informed decision-making.
4. Storytelling Using Data: Crafting a Narrative with Change Data
When it comes to engaging senior leaders with change initiatives, data becomes your most potent storytelling tool. Your change story should transcend mere speculation or gut feelings. It should be a narrative firmly grounded in the facts and figures, painting a vivid picture of the transformations taking place within your organization.
In essence, you are the storyteller, and the data is your plot, characters, and climax. Your narrative is the reflection of the changes happening, the challenges being faced, and the opportunities on the horizon. However, it’s not just about presenting data; it’s about using data to construct compelling stories that resonate with senior leaders.
To effectively engage senior leaders, consider the following key stories that your change data can help formulate and emphasize:
The Acceleration of Change: One of the critical narratives your data should convey is the ever-increasing pace of change. Show how the rate of change is evolving over time, highlighting that the organization’s ability to adapt is being tested like never before. This story emphasizes the urgency of the situation and the need for strategic responses.
Changing Volumes: Your data should illustrate fluctuations in the volume of change initiatives. Are they increasing, decreasing, or maintaining a consistent flow? This story aids in understanding whether the organization is overburdened with constant changes or if there’s a need for more transformative initiatives.
Capacity Risks and Emerging Challenges: Data should pinpoint potential capacity risks in various parts of the business. If certain departments or teams are near their limits in handling changes, senior leaders need to be aware of the looming challenges. Use your data to predict and prevent capacity-related bottlenecks.
Alignment with Strategy: Are the scheduled changes in your plan aligned with the overall strategic vision of the organization? Your data story should reveal any disparities between the two. A misalignment between change initiatives and the broader strategy can have detrimental consequences, and senior leaders should be made aware of this.
Impact on Customer Segments: If the same customer segment is affected by multiple change initiatives within a short timeframe, it can result in confusion and dissatisfaction. Your data story should bring this to light, highlighting the need for coordination and a more customer-centric approach to change management.
Change Saturation and Business Performance: One of the key narratives to create revolves around the concept of change saturation. Your data should indicate when a particular part of the business has reached a point where it can no longer absorb or adapt to more changes effectively. Show how this affects business performance and why it’s crucial to address it promptly.
In the realm of engaging senior leaders with change data, the data isn’t just raw information; it’s the foundation of a powerful story. As a change leader, your role is to weave a compelling narrative using data as your threads. Your stories should resonate with senior leaders, guiding them toward informed decisions and strategic actions in the ever-evolving landscape of change.
5. Use eye-catching visuals to increase memorability
Using eye-catching visuals is a powerful way to make your message memorable when presenting change data to senior leaders. In most corporate settings, the usual types of data visualization, such as pie charts, bar charts, and scatter plots, are commonly used. To set your data apart and capture your audience’s attention, consider these creative approaches:
1. Unique Color Schemes: Choose vibrant and unconventional color schemes for your charts and graphs. Bold colors can make data pop and draw attention to key insights. Ensure that the colors align with your brand or the theme of your presentation.
2. Innovative Chart Types: Experiment with different types of charts and graphs that best represent your data. Consider using radar charts, waterfall charts, Sankey diagrams, or treemaps, depending on the complexity of your data and the story you want to tell.
3. Engaging Layouts: Play with the layout of your visuals to create a unique and memorable design. You can use unconventional arrangements, like circular layouts or zigzag patterns, to present your data in a visually appealing way.
4. Data Storytelling: Integrate your visuals into a broader narrative. Instead of displaying raw data, tell a story using the visuals. Explain how the data points connect and impact each other. This approach helps senior leaders better understand the implications of the data.
5. Data Overlays: Combine different types of visuals to provide a comprehensive view of the data. You can overlay line charts on top of heatmaps or combine bar charts with area charts to highlight relationships and patterns.
6. 3D Effects: Use three-dimensional effects sparingly to add depth and dimension to your visuals. This can make specific data points stand out and create a visually interesting presentation.
7. Customized Illustrations: Incorporate custom illustrations and icons that are relevant to the data and the message you want to convey. This adds a personalized touch to your visuals.
8. Visual Metaphors: Use metaphors or analogies to represent data. For example, you can use a puzzle piece visual to show how different components fit together to form a complete picture.
Here is an example of a chart that shows the extent to which each company strategy impacts different divisions and the various initiatives in concern. Instead of a standard bar chart, consider using a visually engaging diagram that resembles interconnected gears, symbolizing how different strategies drive various initiatives and divisions forward.
By embracing innovative design and visualization techniques, you can create visuals that not only convey your data effectively but also leave a lasting impression on senior leaders. When your data is presented in a memorable and visually captivating way, it is more likely to influence decision-making and drive meaningful change within the organization.
Mastering the art of engaging senior leaders with change data is the key to influencing decisions effectively in our fast-paced business environment. For a practical demonstration of these strategies, book a weekly demo with The Change Compass.
Most organisations are implementing a series of changes at the same time. It is no longer possible to simply focus on one or two initiatives. Most are executing concurrent inititaives at any one time.
As a result, the ability of the organisation to manage a whole portfolio of initiatives will be key to landing all of these changes.
From the end impacted user perspective, it is important to be able to visualise what the collect changes look like. This collective view will provide the ability for organisations to make better risk assessments, planning decisions and mitigation strategies to maximise the benefits for all initiatives.
