OD book

["monitor and evaluate what we do and be confident we are doing the right things to deliver our key outcomes. In this chapter we will look briefly at some typical issues and illustrate how the framework can be used to provide this \u201clens\u201d through which we can look at an issue from a helpful perspective. We are not addressing all the issues rather trying to illustrate how mental toughness can bring something important and valuable to our work. How can we use the eight-factor framework as a lens? The first requirement is to have a good understanding of the 8-factor framework and in particular what, in essence, does each factor represent. It is also very important to understand how the factors can relate to one another. This will often provide another level of insight. We know that each of the eight factors is reasonably independent from the other seven factors. However, we can also see that when factors combine they can, as a result of that combination, produce different outcomes. One useful approach is to take the 8 factors in turn and use each to examine and explore an element or issue. I picture this in my mind using the pizza image shown elsewhere in this book. Starting in the top left-hand quadrant with Life Control, the process works by asking open questions (those beginning with who, what, why, where, when and how) and addressing questions about the relevance of the factor to the issue in question. We might have to be careful about \u201cthe issue in question\u201d. This might have more than one facet which means it might be necessary to ask the same question in different ways to explore an issue. 141","For example, we can look at Leadership. LEADERSHIP The kind of questions we might ask about that from a Life Control perspective could include: \u25aa How is Life Control relevant to Leadership? \u25aa Why is Life Control relevant here? What can we see in the present situation? \u25aa How might the level of Life Control influence what is happening here? \u25aa Who is influential here in influencing Life Control? And so on. Having exhausted the Life Control viewpoint, we can move on to the next question We can do the same or similar from the perspective of the followers. \u25aa To what extent does the Leadership team\/Leader impact on the follower\u2019s Life Control? \u25aa Why, in practice, would that matter? \u25aa What are the followers doing\/not doing as a consequence? \u25aa Who is significant in determining this? \u25aa And so on. Now we will take a look at a more ephemeral concept: Trust. TRUST \u201cA team is not a group of people that work together. A team is a group of people that trust each other\u201d Simon Sinek In our work around the world on individual and organisational development, the issue of Trust is very often raised as a topic of 142","interest. It is a topic that matters because a lack of trust is often identified as a major impediment in most development activities. Perhaps unsurprisingly, the focus of attention is most often on the individual or group to be trusted. What are the characteristics of the trustee? What are things that an individual or organisation does or says that suggests that they cannot be trusted? It is a valid and useful line of thought but it can be one dimensional. This is where the \u201clens\u201d of the eight-factor model can be useful. We can look at this from three perspectives in addition to the one set out above. Firstly, we may be predisposed, because of our mental toughness or mental sensitivity, to not trust anyone \u2013 even if they are the most trustworthy on the planet. If we look at the mental toughness factors, we may be able to see that our attitude towards others, and to risk in general, may influence significantly whether we trust or not. It might be possible that we fail to trust someone who is entirely trustworthy simply because of our attitude to the situation. We might, using this \u201clens\u201d, come to a hypothesis and understand that trust in a particular setting reflects a low level of risk orientation \u2013 \u201cI am not prepared to put my trust in \u2026.\u201d. It might also reflect a general low level of Confidence in Abilities \u2013 \u201cif I place my trust in \u2026. and it goes wrong, I do not think I can deal with it\u201d. It might reflect a low level of Learning Orientation \u2013 \u201cIt's gone wrong, I don\u2019t want to think about it\u201d, which means that there is little opportunity to learn from the situation and work out how trust can be restored. 143","Clearly, if we have data from the MTQPlus mental toughness questionnaire we can perhaps direct our thinking to explore any hypotheses we might have as well as beginning to understand why trust in the organisation is low and where the challenge lies in groups and individuals. Trust is a major issue in Organisational Development. It often features as a desired aspect of culture. It is a requirement in leadership. It is a factor in the way people engage with each other. That is especially so in team working where people are expected to collaborate to achieve important organisational goals. And it is important in the relationship that the organisation has with all its stakeholders \u2013 suppliers, customers and the community. So, if my attitude towards trusting others, another perspective might be \u201cwhether, in order to trust others, we have to trust ourselves and what that might mean\u201d. Clearly, if there is a trustor there has to be someone to be trusted. Trusting someone is hard \u2013 especially when there is no objective proof that they are deserving of this. You only have to think of the spokespeople during national and international crises, to quickly recognise that some people appear to be more trustworthy than others, despite the fact that the fundamental message is often the same. In general, we observe that more mentally tough individuals tend to be more \u2018comfortable in their own skins\u2019. They tend to be fully aware of their advantages, and perhaps more importantly, their development needs. This lack of a need to be perfect may mean that the mentally tough individual is in some ways more \u2018believable\u2019. If something is too good to be true, it probably isn\u2019t. If someone is too good to 144","be true, they probably aren\u2019t. It is this authenticity that is at the heart of trust. In general, mentally tough individuals usually have little desire to bolster their self-esteem at the expense of others. An intriguing study on \u201cTruth and Reconciliation\u201d in South Africa shed some insight that is useful here. The more mentally tough were much more prepared to \u201cForgive and maybe forget\u201d than were the more mentally sensitive. Here, we might look at the Confidence factors as important. Having a significant level of self-belief often translates into \u201cI know I have the abilities to deal with this difficult situation\u201d and interpersonal confidence might mean I am confident in my ability to engage with others \u2013 even those who have hurt me. Without dialogue it is difficult to resolve problems \u2013 it is fundamental to building trust. It might also be the case that learning orientation is significant here. When a problem arises, we can either reflect and learn from it or we can bury it and try to ignore it. The former should be more effective in building trust in myself. So, we can see, trust is a complex phenomenon and, in practice, can be easily misunderstood. It is not just about the person to be trusted. In a relationship you can be both a trustor and the trusted. And yet there is another facet of trust to which we can apply the mental toughness \u201clens\u201d. If trusting another is so valuable, what about the extent to which I am to be trusted by others. 145","This is a key question for those, leaders, managers and others, who are engaged in building a culture of trust. When we look at someone to decide whether we can trust them, we cannot see how they think. We cannot peer into another\u2019s mind. We assess and judge them by their behaviour. That, of course, is how others see and assess us in this respect. Am I trustworthy and which aspects of mental toughness might be important in this? It might be that all of the eight factors have some part to play. For instance, Life Control is about self-worth and a sense of \u201ccan do.\u201d Emotional Control is about maintaining poise when others do not. In Commitment, being Goal Orientated can demonstrate a sense of purpose and Achievement Orientation often means conscientiousness. Being Risk Orientated can mean being more optimistic that most and Learning Orientation can indicate a degree of humility and desire to avoid repeating mistakes. Interpersonal Confidence can mean a preparedness to engage and communicate and having self-belief in one's abilities can calm those who panic. All are desirable in someone in whom we would think about placing our trust. The use of the mental toughness questionnaire can come into its own here. A low score might indicate a degree of mental sensitivity which needs exploring and might indicate the source of a trust issue. 146","Trust matters. Trust is complex, like many aspects of people and organisational development. Understanding where it might come from and how others assess and see it matters too. The \u201clens\u201d provided by the mental toughness concept provides us with the capability for that insight. Finally, we will turn our attention to a brief investigation of Curiosity, Creativity and Innovation. CURIOSITY, CREATIVITY, AND INNOVATION \u201cI am neither clever nor especially gifted talents. I am only very, very curious.\u201d Albert Einstein In 2017, The World Economic Forum published a report which sought to identify the key characteristics for success in the 21st Century. Among the twenty or so most important were Curiosity and Creativity. Although Creativity and Innovation are not the same thing, Creativity is a major component of Innovation which is also increasingly recognised in its own right as a \u201cdesirable\u201d for both individuals and organisations. Flexibility and Agility are requirements for almost all organisations today. Once again, the mental toughness framework provides a lens through which we can understand: The extent to which curiosity, creativity and innovation is determined by the collective patterns of mental toughness and sensitivity in an organisation. 147","If we look at curiosity for instance, we do understand that there are different types of curiosity. \u25aa Perceptual Curiosity \u2013 which is essential about solving a problem - how does something work and how do I fix it or improve it. Almost all organisations have an interest in this. \u25aa There is also Epistemic Curiosity \u2013 which is essentially about just wanting to know. Organisations which are engaged in science and in research will often have this as a feature of their culture. If we look at Perceptual Curiosity it is likely that factors such as Risk Orientation - pushing back boundaries, Confidence in Abilities and Life Control \u2013 self efficacy and Commitment \u2013 goal and delivery orientation will be significant. Any evidence of sensitivity might explain a shortcoming in the Curiosity aspect of the organisation\u2019s activities \u2026. and signpost where development activity is likely to be profitable. Epistemic Curiosity might (or might not) have less reliance on Goal Orientation. Although it might be appropriate to describe \u201cdiscover something\u201d as a goal it is more like a vision or purpose. The author once worked for a major international business that had pulled together a team of scientists to work on a project to \u201cidentify a molecule that would wash clothes in cold water in the next 25 years\u201d. They struggled with this. I now know it would have been useful to have understood the mental toughness profile of the group and the individual in the group. (Since my assignment was more than 25 years ago, and that detergent has not appeared, I can only assume they have failed, or they or their successors are still working on this). 148","We can do the same with Innovation. We will skip Creativity since it is a contributor to innovation. The reader can do their own exercise to look at it through the mental toughness lens. For most organisations this is a development from what used to be called Quality Circles or Continuous Improvement Teams. Essentially it means engaging with all employees to harness all they know about the way the organisation works and way things get done, to contribute to identifying how to do it better and\/or differently. Sometimes also known as Design Thinking. Earlier we saw Risk Orientation was significant for Curiosity. This is important in Innovation too. If the culture of the organisation has this openness, then innovation is more likely to prosper. This has an implication both for leadership style and the mental toughness of the leadership of the organisation. Innovation carries the risk of failure as well as the risk of finding the unknown unpleasant in some way. Innovation can often be iterative, involving many trials and many experiments in order to find a solution that works and is reliable. When James Dyson realised there could be another way for a vacuum cleaner to work, legend has it that he spent 15 years creating 5,126 versions that failed before he made one that worked. That is innovation which produced a multibillion-dollar business. This might then require the involvement of several more of the mental toughness factors. Firstly, a strong Learning Orientation. If one is not reflective, then they are more likely to accept \u201cthis hasn\u2019t worked, let\u2019s forget it and move on\u201d simply because they are not thinking about what happened, why did it happen and how can I do it better?\u201d 149","If Creativity differs from Innovation, it is principally because there is a purpose or goal with Innovation \u2013 to achieve a tangible useful outcome. If it takes 5,126 attempts before success is achieved, it requires a degree of Achievement Orientation to succeed. Innovation, especially in an organisational context is rarely an individual effort. Solutions are more often found in teams than in sole effort. Confidence will almost certainly matter. Confidence in one\u2019s own Abilities will be essential. Creativity requires ability and if, despite having abilities galore, the individual is reticent about this, doubting themselves, they are unlikely to be able to manage with the demands of innovation. Almost every aspect of innovation requires some form of productive engagement with others. So Interpersonal Confidence matters too. And so, to Control. The essence of the \u201ccan do spirit.\u201d Both in terms of self-worth and in terms of being able of dealing with the emotional pressures. This illustrates too, the importance of innovation as a cultural feature. Culture can enable or can hinder innovation. Assessing mental toughness within an organisation can be extremely valuable here. After all, mental toughness combines two important ideas \u2013 resilience and positivity. One without the other will rarely deliver ground-breaking ideas. 150","If curiosity, creativity and innovation is important, and it is, then understanding how we can optimise these, either as individuals or leaders of an organisation, is also important. Summary These examples illustrate how the 8-factor framework can be used as a lens to examine almost any issue of relevance to the functioning of an organisation or its design. Moreover, as shown in the Trust example, we can usefully use the same \u201clens\u201d to look at an issue such as Trust from a number of perspectives, yet always using the same framework and common language. This enables a level of \u201cjoined up thinking\u201d which is always useful. Elsewhere in the book we have looked at key concepts such as leadership and teamworking in the same way using that common framework to connect ideas and perspectives that need to be understood together. There is nothing more frustrating than trying to rationalise two or more concepts that should connect but are defined in a way that prevents that connection occurring. Given that the mental toughness framework articulates our mental approach to events and actions, it can also provide that lens through we which we can examine what the organisation does or seek to do and to ask questions such as: \u25aa Why do performance management processes fail so often? A key factor might be the different ways that people approach Commitment and so on \u25aa Why is (culture) change so difficult to achieve and why do many programmes fail? Here it might be that differences in 151","Risk Orientation, Life Control and Confidence in Abilities get in the way of those who seek to drive change. \u25aa Why does the organisation freeze when under pressure? An imbalance between levels of Emotional Control can lead to contagion. If leadership panics, the organisation panics. And so on. The concept provides the ability to understand the enablers \u2013 the ideas\/things that we adopt and that we put in place to achieve that organisational purpose. The MTQ questionnaire provides the ability to bring some reasonably objective measurement to this. 152","CONCLUSIONS WRAPPING IT ALL UP IN 10 LESSONS Peter Clough The final chapter of the book attempts to distil the main lessons and guidance that can be gleaned from the wide raging thoughts and ideas that have been included thus far. There are a very many lessons and ideas embedded in the chapters but we will focus on 10 of these: 1. The first is related to the concept of culture itself. It is very apparent that there are very many definitions of this complex area. It means different things to different people. This is not necessarily problematic, rather it is reflective of the varied experiences of the authors included here. The unifying feature is that we have all focussed on the people context. It is the people that make, develop and pass on an organisations culture. Therefore, if you wish to change a culture, a sensible starting point is to change the mind sets of the individuals themselves. 2. Understanding mental toughness is another area for discussion. The eight factor 4Cs model offers the most parsimonious and practical model on which to build the foundations of organisational change. We have designed mental toughness to be a concept that describes mindset or \u201cattitude.\u201d Both of these factors are not easy to recognise but they are major influences on organisational culture and development. 153","The model, and perhaps more importantly the measures, are well validated and well researched. We are firm believers in the importance of credible academic research. This then provides a firm base, allowing the concepts to be transferred into the real world \u2013 which in reality can be a little messier and more complex. The 4Cs model allows us a way to fully explore the nuances that make you a human being. The model is explicit that the opposite of toughness is not weakness: it is sensitivity. Sensitivity is not a problem, rather it is simply another way of engaging with the world. Gaining information about the people who make up the organisation can fit the person to the job or fit the job to the person. In reality it is a bit of both! 3. There are many components to a solution. An important lesson to be drawn from the preceding chapters is that the use of the mental toughness concept should not be seen as a stand-alone solution. It is part of the solution. It provides one source of information. It is at its most useful when this information is used in conjunction with other concepts and approaches and the experience of those involved. It is fair to say, \u2018Integration is the key\u2019. 4. It is important to acknowledge that nothing is perfect. Mental toughness offers many options, but it might not be appropriate in every occasion. The \u2018brave; chapter included in this book relating to the Polish volley ball players illustrates that sometimes the process fails to deliver. 154","We certainly learn a lot from these failures, and unfortunately, we often only hear about the successes. We need to be practical and realistic in our endeavours, but the mental toughness model has proved itself to be useful in many varied contexts. 5. Related to the potential failing of some projects, the work reported in this book clearly shows the importance of planning. Planning allows the project leads to firstly win the \u2018hearts and minds\u2019 of the population in question and then ensure the smooth delivery of the project itself. It is important not to over promise, rather know the strengths and limitations of the model and be clear what can be done (and what cannot). 6. The importance of measurement. One of the strengths of the 4Cs model are the measurement instruments that are used to assess it. These measures have taken many years to develop. Their development has been facilitated by feedback from practitioners and academics. The measures are both valid and reliable. This is an important starting point \u2013 weak measurement tools completely destroy the ability to understand the problems and measure progress. The work done when developing psychometrically robust instruments is very technical and time consuming \u2013 but it should and must be done. 7. The mental toughness lens. Throughout the book we have referred to the \u2018Mental Toughness Lens\u2019. This illustrates how we think Mental Toughness should be used in OD situations. It is about focusing a beam of investigative power on a range of issues to clearly reveal the 155","strengths and development needs of the individuals and the organisation itself. This beam can be focussed on a wide range of practical and more ephemeral issues as described in this book. Knowledge is power \u2013 and the mental toughness lens offers a copious amount of information. 8. Diversity and mental toughness. Mental toughness is not about a \u2018one size fits all\u2019 approach. There are millions of potential profiles and with careful interpretation these can offer great insight and practical solutions. We are definitely not saying that everyone or that every organisation needs to be tough \u2013 we are saying that different approaches have different advantages and disadvantages. It is also important to investigate potential differences in mental toughness score for different groups such as gender. These might explain different experiences for different groups within an organisation. Again, it is not about being pejorative, rather it is about better understanding and catering for any different needs recorded. 9. Mental toughness profiles are nuanced and subtle. Beware of focussing on the headlines \u2013 rather take some time to fully explore the data obtained. This may involve many discussions with different stakeholders \u2013 but this time is well worth it as shown in the preceding chapters. 10. Lastly, but definitely not least, is Self-Awareness. Organisations and individuals will need resilience and positivity to deal with the world as it was, is and will be. They 156","need to find that from somewhere but there are many ways of doing so. Provided you understand yourself and from that, you understand what you can do, you can either deal with the world or learn how to cope with the bits that you cannot manage. In reality this is arguably the most important lesson to be drawn from the work reported here. Whether you are working with individuals, teams or organisations, and we can see that all three are interconnected, our ability to see and understand the invisible factors that underpin individual and collective success and wellbeing are paramount. Put simply \u201cAwareness is the greatest agent of change \u201c. We, the authors of this book, hope that you find it a useful source of ideas and support for your work. We genuinely believe that mental toughness offers a practical and useable tool to enhance your work in OD enabling access to that component in your work that is so hard to see and work with. To quote an AQR Partner who uses the concept constantly in her work \u201cIt helps to make the invisible, visible\u201d. 157","REFERENCES Adair, J. (1988). The Action Centred Leader. Spiro Press Belbin, R. M. (1981). Management Teams: Why They Succeed or Fail. Butterworth-Heinemann CIPD, Organisation Design and Development, https:\/\/www.cipd.co.uk\/knowledge\/strategy\/organisational- development#gref Evans, C. (2020). Perform Under Pressure. HarperCollins Gerken, D. , https:\/\/medium.com\/change-your-mind\/eckhart- tolles-most-important-saying-awareness-is-the-greatest-agent-for- change Goleman, D. (1995). Emotional intelligence. Bantam Books Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 79(2), 78-87. Goleman, D. et al., (2002). Primal Leadership: Realizing the Power of Emotional Intelligence. The Harvard Business Review Press Goleman, D. (2020). Emotional Intelligence. Why It Can Matter More than IQ. Bloomsbury Publishing Plc, London. Guendelman S. et al., (2017). https:\/\/www.frontiersin.org\/articles\/10.3389\/fpsyg.2017.00220\/full Harrison, K. & Kegan, M. (2016). The Integrated Resilience Training. Association for Public Excellence. ISSN 16465- 2493. Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede Model in Context. Online Readings in Psychology and Culture, 2(1). Jim\u00e9nez-Pic\u00f3n N. (2021). https:\/\/www.mdpi.com\/1660- 4601\/18\/10\/5491\/pdf?version=1621581515. Kross, E. (2021). Chatter. The Voice in Our Head and How to Harness It. Penguin Random House Marchant, D. et all. (2009). Mental toughness: Managerial and age differences. Journal of Managerial Psychology. 24. 428-437. Marquet, L. D. (2015). Turn the Ship Around. Penguin RPR Centeno (2020). https:\/\/www.ncbi.nlm.nih.gov\/pmc\/articles\/PMC7139462\/ . The Royal Commission into Misconduct in the Banking, Superannuation and Financial Services Industry https:\/\/www.royalcommission.gov.au\/banking 158","Sagmeister, S. (2016) Business Culture Design. 1st edition. Campus Verlag GmbH, Frankfurt am Main Strycharczyk D, Clough P J\u202f& Perry J (2021) - Developing Mental Toughness 3rd Edition, Kogan Page Strycharczyk, D, Elvin, C, (2014) Developing Resilient Organisations., Kogan Page Strycharczyk, D, Whysall, D, (2022) Team Coaching. A practitioner's guide to unlocking mental toughness in high performing teams., AQR International Strycharczyk, D, Whysall, D, (2023) Coaching for Self Awareness About Attitude and Mindset. A practitioner's guide to using the mental toughness framework to enhance your coaching practice., AQR International Stuart, K. (2014). Collaborative agency to support integrated care for children, young people and families: an action research study. International Journal of Integrated Care 14(2):e006 https:\/\/www.advantageperformance.com\/ 159","EDITORS AND KEY AUTHORS DOUG STRYCHARCZYK Doug is the CEO of AQR International \u2013 Founded in 1989, AQR is now recognized, globally, as one of the most innovative developers of resources for individual, team and organisational development. AQR now works in 80+ countries. AQR established its reputation initially as a leader in Team Building and leadership development. Doug\u2019s work had been featured on BBC Television where Prof John Adair described the material as \u201chighly effective\u201d. In recent years, Doug has worked with Professor Peter Clough and Dr John Perry to define mental toughness and to create the world\u2019s leading measure of mental toughness. Doug is now recognised as a leading authority on the application of mental toughness to the worlds of work, education, sport, health as well as social applications. Doug's and AQR\u2019s areas of expertise include: \u25aa Development of Psychometric Tests and Development Programmes \u2013 AQR is at the forefront of test and HR product development worldwide \u2013 particularly in developing tests which are focused on performance, wellbeing, agility and aspirations. Doug has played a key role in developing several unique and valuable measures \u2013 MTQPlus, the Mental Toughness Questionnaire; CARRUS, the employability measure and ILM72 the world\u2019s first Integrated Leadership Measure (mapping to all major leadership models). \u25aa Leadership Development and Organisation Development - to promote culture change and performance improvement. AQR has 160","developed expertise in leadership development and in coach\/mentor development. \u25aa Teamworking \u2013 Developing team working programmes for organisations of all types. Doug initiated development of the TWO model. PROFESSOR PETER CLOUGH, Chartered Occupational and a Chartered Sport and Exercise Psychologist Professor Peter Clough is Head of the Psychology Department at the University of Huddersfield. He led research commissioned by HMC into measuring the impact of participation in co-curricular activities on various aspects of development, including personal qualities and academic performance. Peter\u2019s main research interests are in performance in high-pressure environments. He is co-developer, with Keith Earle, of the 4Cs Mental Toughness model and of the MTQ48, the Mental Toughness Questionnaire. Working closely with Doug Strycharczyk and Dr John Perry, Peter has researched and demonstrated the application of mental toughness in a wide variety of settings and is now regarded as one of the leading global authorities on mental toughness and related areas. Peter\u2019s consultancy experience in the world of work embraces a wide variety of projects with major organisations in the UK and elsewhere, including the design and implementation of assessment and development centres, workplace counselling, employee and culture surveys, leadership development, and psychometric testing and training. Peter's first degree is in psychology and his master\u2019s degree (Sheffield University) is in occupational psychology. Peter earned his PhD at Aberdeen University. 161","He has co-authored with Doug Strycharczyk \u2018Developing Mental Toughness in Young People\u2019 (Karnac, 2014), and \u2018Developing Mental Toughness\u2019 (Kogan Page, 2021). Peter is now Technical Director for AQR International. He is Inaugural Chair for the Advisory Board for the International Centre for Mental Toughness Research and Development. CONTRIBUTORS ADRIAN GREEN is Managing Director of pressurepoint Effectiveness Services. He studied business studies and advertising and developed a 15-year career in print, publishing, advertising, and marketing agency industries. He works with a broad range of clients, from start- ups to - globally recognised brands in entertainment, consumer products, capital equipment and Fintech\/RTP. He specialises is consultative selling development using the MTQ measures at the heart of bespoke programmes which build Mental Toughness to drive high performance. WOJTEK GRAD Since 2006 in the consulting and training industry. Currently focusing his work on application of the 4Cs Mental Toughness concept to a variety of market sectors in Poland. Wojtek was one of the first trainers in Poland to obtain AQR accreditation for the MTQ family of measures, and ILM72 leadership assessment. His second passion, and area of a professional activity is based around helping others to build their negotiation competences. CRAIG HAMER is the founder of The Performance Culture, a boutique consultancy which specialises in helping organisations and individuals with performance improvement. Retained by organisations across Europe to assist with some of their largest organisational challenges, Craig is recognised as one of the most innovative mental toughness practitioners. He leads a number of corporate programmes which are shaping how the mental toughness concept is being applied in a wide range of organisations. 162","Alongside his corporate consultancy work, Craig is also a part-time lecturer at Leeds Business School where he delivers programmes around \u2018Operations Management\u2019 and \u2018Leading Innovation\u2019 to both undergraduate and post-graduate students. MAUREEN (MO) KEGAN (FCIPD) has worked across Local Government and the Higher Education Sector for over 30 years, in roles in both Human Resources and Organisational Development. She has an innovative and creative approach to dealing with OD issues which has led her to working with various concepts such as Mental Toughness (MTQ48\/MTQPlus)), Restorative Practice, Mindfulness and NLP. She is trained to a master\u2019s level in both, NLP and Action Learning, and is a qualified coach and mindfulness practitioner. She is passionate about working with individuals and organisations to achieve their best. PAUL LYONS is an experienced business leader and mental toughness practitioner who assists business owners and founders to get what they want through a clear, resilient and confident mindset. After twenty-five years as CEO for two international publicly listed recruitment companies, one of which he co-founded, he has since used the MTQ 4Cs Mental Toughness framework as the enabler for insightful coaching observations and conversations, leading to desired outcomes. Living in regional Australia he works with clients across Australia and Asia. DAVE OTTER has been taking busy executives, managers, future leaders and their teams out of their comfort zones for more than two decades. His clients have joined him on trekking expeditions to the foothills of the Himalayas, scaled unforgiving granite peaks in Britain's National Parks or been immersed in white water rafting and kayaking in Cumbria's majestic Lake District. Managers, leaders and team members from many of Britain's biggest companies have worked with Dave to challenge themselves and their teams away from the safe and comfortable environment of the office, the spreadsheet or the conference room, to develop their leadership and management skills and to establish a high-performance culture. 163","PETER WORTLEY has more than 30 years\u2019 experience in transforming organisations, in a range of sectors including Automotive, FMCG, Food Packaging, and Leisure. Organisations include international blue chips such as Jaguar, Magna, Johnson Controls, Michelin, Autoliv and STADCO. A long-term associate of AQR International, Peter is the CEO for Yeast which provides coaching-based support to change the way senior leaders and teams think, behave and perform across a wide range of organisations, covering every sector. Most recently, as part of his continuing research on how mental toughness is developed in individuals, Peter worked with The Golf Foundation, where he has won recent plaudits for a mental toughness programme for young, disadvantaged individuals. JASON WYATT is Global Technical and Aftersales Training Manager at JCB Excavators. He studied Economics and Marketing at Aberystwyth University and developed a 20-year career in the automotive industry working for an OEM in Area and Regional sales management roles. Training and personal development have always been important to him and his passion is to help others experience the rewarding career of sales to drive profit, volume and customer experience. 164","Coming soon in this series Released June 2023, AQR International Find out more; visit www.aqrinternational.co.uk and sign up for offers and regular updates. 165","Available in this series Released January 2023, AQR International, www.aqrinternational.co.uk Available on Amazon: https:\/\/rb.gy\/fojkwl 166"]