Siobhan McHale is the Head of HR (EGM Human Resources) with Dulux Group Limited, Melbourne, Australia… an international paints and coatings company.

Her key focus is helping to create a more innovative, consumer driven and growth oriented culture.

SIOBHAN McHALE 

English sheepdog in my profile picture?

His name is Digby and he is the brand ambassador for Dulux Group.Background Image


My specialist skills are:
– Culture Change
– Change Management
– Organisation Effectiveness
– Leadership Development
– Diversity & Inclusion
– Employee Engagement
– Learning Strategy & Design
– Performance Management
– Talent Management
– Succession Planning

LinkedIn https://www.linkedin.com/in/mchalesiobhan

Author

“The Insider’s Guide to Culture Change”

available on Amazon (due out Feb 2020)No alternative text description for this image

Culture Change Specialist
Siobhan is an Organisational Psychologist and HR executive leading the shift to a more
growth-oriented and consumer-driven culture that will fuel the company’s next wave of expansion.


Siobhan asks…

1.      What is culture?
2.      Why does culture matter?
3.      How do you change workplace culture?

I’m a culture change specialist with a vision to make workplaces better.

I have a track record of creating healthier, happier and more productive businesses across 4 continents.

My work has been featured as a case study at Harvard Business School by the change management guru, Professor John Kotter.

I’m an Organisational Psychologist by background and spent the first decade of my career as a management consultant advising leaders across Europe, Asia, the United States and Australia about how to manage change.

Following this decade as a change advisor I decided I wanted some ‘skin in the game’. I joined a series of large organisations as the senior executive in charge of change. In these roles I rolled-up my sleeves and worked as a company ‘insider’ to successfully implement transformational shifts and business turnarounds.

HOW DOES “FEAR” IMPACT PERFORMANCE?

Can fear create a high-performance culture?

What I learned at the football club

“I was studying for my Masters degree in Occupational Psychology in Sheffield, the northern English city once famous for its steel making. I decided to examine high performance in teams as part of my research project and chose Sheffield United Football Club as the subject of my thesis. Why? Why not? Where better to understand the dynamics of a high performing team.

I spent the season sitting on the sidelines at matches, observing training sessions, and even attending an intensive army training boot camp with the team. I noticed a laser-like focus on maximizing performance – with players experiencing a barrage of daily feedback, time on the bench, and even sitting out entire games. But was the club a psychologically “unsafe” environment, especially given the fact that footballers were constantly at risk of losing their place on the team?

The answer to this question was “No”. Players framed their role as members of an elite sports team. They knew that this was not a job for life. They also understood that it was the manager’s role to find the best player for every position on the field.”