This page explains the types of client I work with, the problems they need resolving and lists some typical assignments.  If you need more specific detail, scroll down and you'll find a description of how I work and interact with you as well as a list of the topics I cover in my work. Finally, there are some interesting comments and testimonials from clients, providing a flavour of what it's like to work with me.
Tel : +44 (0) 208 374 8770
Fax: +44 (0) 208 374 8770
Mobile: +44 (0)779 69 55 361
Email: karen@moloneyminds.com

Registered in England and Wales.
Registration number 4896562.
Registered office Penrose House, 67 Hightown Road, Banbury, Oxfordshire OX16 9BE
Clients & Activities

ON BEING A FUTURIST

Describing yourself as a futurist has its problems, not least of which is that people challenge you with "Well, if you're a futurist, what lottery numbers are coming up next week?" But in this case last month, I was moved to make some predictions.

A journalist from New Scientist got in touch to ask if I could predict what jobs would be attractive to science, technology and engineering graduates in the future. My and other futurists' replies make interesting reading. So if you're a parent of children likely to graduate in ten years' time, or may be thinking about a career change yourselves then, check these out and start preparing:

http://www.newscientist.com/article/mg22029460.900-tough-choices-for-postgrads.html?full=true#.UqY2eKVqGRA

http://www.newscientist.com/article/mg22029461.000-promising-postgrads-of-the-near-future.html#.UqY2nKVqGRA

THE GLOBAL CHALLENGE

I have spent much of the summer engaged in one of the best learning design jobs I could have wished for. A client with whom I have worked for six years asked if I would lead a team redesigning their leadership training. We began by creating the architecture that would prepare everyone to meet the corporate goals, from first line supervisors to senior executives. Then we designed a pilot programme for functional leaders from five continents across brands and companies. They can't easily come together, so the design includes podcasts, webinars, virtual learning platforms, co-coaching and very little face to face input from us. What I'm most pleased with, is the co-design process with the client, where we have crowd sourced content and engaged everyone, even alumni from the previous programs I ran, to contribute and make these programs THEIRS.

THE SELF-PUBLISHING PHENOMENON

It used to be called Vanity Publishing and was generally thought to be the route chosen by authors whose work was not of sufficient merit to be taken up by publishing houses. Now, publishing houses publish very few books by unpublished authors, seem to take forever to get a book to market and take such a cut that self-publishing is the preferred route for both published and unpublished authors.

This month I have spent a considerable time talking to editors, illustrators and advisers to self-publish two books that have been sitting on my desk for some time. Yes, it does take time but what a lark I have had. Its such fun being in charge of one's own publication. My agent warned some time ago that if i got a book deal with a publisher, their people would suggest their preferred title and cover design. Now, its all up to me.

THE PURPOSE OF CORPORATE EDUCATION

A client asked a really great question of me recently. What is the purpose of corporate education? The higher purpose, so to speak, for we all know that the lower purpose is to get great scores on happy sheets.

This was my answer:

I work in corporate education because it gives me a chance to achieve some moral satisfaction. I know without a shadow of a doubt that every time I walk into a programme or training room I am going to help the individual, the organisation and society as a whole.

If I and my educator colleagues are not in there, helping executives understand the impact they have on the people they lead, helping them improve their skills, use their talents, make better decisions, then who is? If we're not challenging them to do something better every day, then who is? If we're not provoking them to think more carefully about the good they do in their industry, the ways they improve the lives of their customers and suppliers, then we're wasting our time. It's not just about doing the thing right, but doing the right thing.

One of the clients to whom this applies is a bank I work with charged with reaching increasingly aggressive targets. Every day their investment bankers, the people I train, need to think:

• have I overlooked any of my traders leaving them over-confident, under-supervised, and over-funded? Am I risking the bank's money in pursuit of unrealistic gains?

• Am I designing and selling products here that not only meet the regulations, are efficient, effective and value for money, but products that I understand, that are ethical, sustainable and "do no harm" to the vulnerable or needy?

• If I see something happening in this bank that I don't agree with or that I think is wrong, do I have the courage to speak up?

I work for another client who uses large amounts of palm oil in their products. To grow palm oil you have to cut down indigenous trees. Their purchasers struggle every day with how to incentivise their growers without destroying rainforest, their R&D team with finding a sustainable – maybe a synthetic - alternative to palm oil, all of this whilst under pressure to provide a quick and healthy return to their shareholders.

If this sounds a bit cheesy, on the moral high ground, I don't care. These are typical questions that I know I help them to ask. If I wasn't in there helping them, they would be at risk, the bank would be at risk, their shareholders and investors would be at risk.

If I had to boil it down to something specific, I would say that educators like me develop leaders whose influence spreads from the teams they lead, through their customers, through to most of us on this planet in one way or another. So when they get it right, we all benefit.

This is why I come to work each day and that's what I'm proud to be doing.

THE FUTURE OF RELATIONSHIPS

I am not usually to be found in a muddy field addressing young adults wearing fancy dress with painted faces, but that's precisely where I was last weekend at a music festival in Cambridgeshire, giving a presentation on The Future of Sex.

As a futurist, my topics of interest include the future of work and men and women's role within in. My work with Elizabeth Healy and Workingagender has allowed me to explore with clients how men and women communicate at work and how we may be able to leverage the talents of both sexes.

However, as I'm also fascinated by technology, my investigations have led me into how technology is enhancing the human relationships we engage in. For example, how couples can continue having a relationship even though they are separated by geography. Skype and the internet help but remote technologies used by doctors to examine, diagnose and treat patients across the other side of the world, also allow us to manipulate, touch and sense someone remotely. Teledildonics, for example, allows couples to continue sexual relations although they are separated.

At the Secret Garden Party festival, I explored with a vibrant, interested audience the impact of these and other technologies on human sexual relationships. For example,

how teledildonics could be used by US soldiers in Afghanistan to help them continue a normal relationship with their wife or girlfriend

how virtual relationships on the internet challenge the notion of fidelity

how pornography addiction can be ameliorated if the adult entertainment industry were more responsible about who was watching their films and how much

the ability for users to programme their sex toys and the question of who then owns the intellectual property

how brain/robot/avatar interfaces could allow us to play out our sexual fantasies without involving the physical body

It certainly wasn't my usual gig, but fascinating stuff at the edge of technological developments, social and generational change and legal malaise.

A CONFERENCE WITH A DIFFERENCE

The World Future Society Conference is on this weekend in Toronto. Always a must, I come back with my jaw dropping from the developments I have seen, the ideas and potential discussed and the excitement felt by everyone there.

Naturally, conferences like these attract the enthusiasts, the geeks, the optimists. So its important to keep everything in perspective. My usual tactic is to listen carefully to all the lectures on social change, nip in and out of the lectures on technological change, avoid anything on climate change, education and the military because they are usually so US centric and then follow up with the speakers on ideas that need further exploration.

Over the years, I have come back with many foresights that I have shared with my clients:

- the impact of globalisation (Thomas Friedman)

- the collision of nanotechnology, robotics and personalised medicine (Ray Kurzweil)

- the potential of 3D printing from domestic to massive scale, particularly to my manufacturing clients

- brain implants and the ability to enhance humanity

Who knows what I will find this time?

More information can be found at: Slides

RECENT ACTIVITY IN ASIA

I've spent a considerable time in Asia this year working with a global bank and a mining equipment supplier. it goes without saying that the energy, drive and speed with which business gets done is astounding there at the moment. Returning to Europe often feels like going to visit grandparents who are: slower, more sedate, comfortable, familiar, wise and unable to keep up!

NEW INSIGHT VIDEO

Duke Corporate Education, with whom I have been proudly associated for a number of years, asked me to be filmed talking about the importance of organisation's envisaging and gaining insights from the future. The result is a three minute video. Check it out.

http://www.dukece.com/educators-partners/educator-network/karen-moloney.php

CONFERENCE PRESENTATION COPENHAGEN January 2011

If any of you would like to see my talk Men and Women in 2020. Here is the link. Just scroll down the speakers on the right hand side until you get to mine.

http://www.dr.dk/DR2/Danskernes+akademi/Oekonomi_Ledelse/VL_Doegn_2011/VL_Tema.htm

LINK to PROSPECT MAGAZINE BLOG

I've often thought about the appropriateness of animal behaviour being exhibited at work. Here's a link to a humorous piece I wrote for Prospect Magazine.

http://www.prospectmagazine.co.uk/2010/04/the-baboon-paradox-bosses-ugly-behind/

NEWS January 2011

The press coverage of my presentation to the conference in Copenhagen (Borsen newspaper 20.01.11) began with "British psychologist says women are bad for business" which certainly caught the eye. But Danish women soon forgave me when I pointed out that women were certainly worth hiring because in the long term, given their particular talents and priorities, they would smooth the boom and bust of economic cycles, reform institutions to be more sustainable, more ethical and more just. The TV coverage was positive (http://finans.tv2.dk/nyheder/article.php/kvindelige-topchefer-skyld-i-pengetab/?id=36483300) and I hope will stimulate the debate about quotas and the gradual feminisation of the workplace in Denmark. Now I'm challenged by how to bring the message to the rest of the developed world.

NEWS January 2011

I kick off the year in Copenhagen speaking directly after Kofi Anan at a conference on business in 2020. As my children reminded me when I boasted of this billing, "But no-one will be listening to you after hearing him." Maybe they have a point. So far the rest of the year is looking terrific. Elizabeth Healey and I have had a great response to our new business "Working a gender", Duke Corporation have asked me to become involved helping executives in a French bank consolidate after considerable M&A activity, other new clients have asked me to continue leadership development in South Africa, Mexico, Kuala Lumpur and Prague and I will continue to work with Mannaz and Beiersdorf, which after four years developing their top talents is proving to be very satisfying.

NEWS October 2010

Lots of activity this autumn. Clients in the UK and Germany are still committed to developing their leadership talent and are inviting their best from around the world to regional centres for training and I'm enjoying being there to help them. So with Mannaz and Beiersdorf I am still providing development to an outstanding group of senior talents who will lead this company into a successful future over the next decade. With Duke Corporate Education's global clients I am still part of a network of impressive educators, delivering results by improving leadership skills, self awareness and personal effectiveness. I'm in Kuala Lumpur this week with a Swedish manufacturing company that has a strong foothold in these exciting new markets in China, India, Malaysia, Indonesia. It is a privilege to work with people who are keen to learn and in whose hands we place the future of business. I love my job!

Spoke at an interesting gathering of leadership developers earlier this month, in what is termed a "Catalyzer Event". The Association of Professional and Executive Learning or ASPEL (www.aspel.org) which seeks to promote the work of people like me who work in this area, to professionalise qualifications and standards in the corporate education world. Fascinating group of people and made some new friends.

After a quick visit to Dubai last week it appears that I will be working more in the Gulf over the next few months, specifically with the Abu Dhabi government on a joint project with Dave Ulrich and others on an ambitious strategic goal. Watch this space.

I'm really pleased to support TOSCA, an old friend of Moloney Minds and collaborating organisation in their new Consortium project covering the future of organisations. I first discovered Tosca in 2003 when I became involved in their project The Future of Work. At that time they addressed demographic developments, movement of work and workers, motivation to work, education, skills and learning, globalisation, productivity in a knowledge economy and technology. It will be interesting to see what they find has changed, what has stayed the same and what are the new topics while looking ahead at the next 5 years and beyond.

Finally, i cannot say how pleased I am that Elizabeth Healey and I have launched our new website devoted to helping organisations address gender differences at work. See www.working-a-gender.com.

NEWS July 2010

As we enter the quiet summer season, Europe slows to almost a complete stop. Colleagues with whom I am designing leadership training programmes to be run across Europe, USA and Asia absent themselves for the whole month of August and I'm inclined to follow. But traditional holidays are a thing of the past. Travelling so much as we all do in this business, one has to keep in contact. This means that I can be writing this in Thailand on "holiday' with my family, but at the same time answering my emails each day, ensuring that work is ticking over, and making crucial appointments for September when things kick off again.

After an interesting early summer catching up with Duke Corporate Education colleagues in New York, futurists in Boston and fellow psychologists in England, I can crack on with writing my current book, spend some time with my family and ensure that I am prepared for the busy autumn.

Good news is that I am delighted to tell you that Elizabeth Healey and I have launched a new website showcasing the work we are doing helping organisations become more "gender intelligent" as Barbara Annis cleverly calls it. Watch this space for information on the offering and our contact with Barbara Annis whose book Same Words, Different Language helped Elizabeth and I define our offering.

NEWS March 2010

I've been a fellow of the RSA for the last fifteen years and although I've met some incredible people, attended some interesting lectures and enjoyed visiting their London labyrinth in John Adam Street, I've not felt I've been able to achieve much. Well, perhaps that not true. I was part of Women's Voices, an initiative that led to more involvement of fellows, and I did start the RSA Fellows non-fiction book group. But I've never had the feeling that I could accomplish much towards the RSA's mission. Until now, that is. Last week I attended the launch of an event which promises to lead somewhere. It's called Focus on Women and seeks to bring together many of the initiatives from around the country that women fellows are involved in. Hopefully, that will provide us with some political clout and some inspiration to improve the lives of the many poor and disadvantaged women in British Society. Those we wouldn't see tripping through the stately Georgian door in John Adam Street, but who needs a voice nonetheless.

February 2010

A YEAR FULL OF LEADERSHIP DEVELOPMENT

Sometimes your path just rises up in front of you and you have to take it. I just couldn't refuse all the exciting leadership development work I was offered in the last 12 months. It sounds like a cliche, but it really is a privilege to work with able, motivated, talented people who value what you offer them and move forward with renewed insights.

In addition, I have had the chance to work with some creative colleagues with backgrounds in theatre. We have been designing two new seminars, one called TYPECAST explaining individual personality difference at work and how that can help (or hinder) communications, and one called provisionally CAUTION: MEN AND WOMEN AT WORK explaining gender difference and again how that can help (or hinder) communications at work. So lots going on.

Finally, I am preparing a keynote presentation for the World Future Society's conference in Boston in July called The Future of Men and Women.

March 2009

TWO NEW OFFERINGS FOR THE RECESSION

I have joined with TOSCA in offering these essential tools to help get you through the recession: SHAPING YOUR FUTURE, an eight hour process that allows you to model possible futures and equip your senior managers to cope with the current challenges and TALENT AT RISK, a review of those talents you need to pay attention to so they remain committed and don;t surprise you with their resignation. Let us know if you'd like to hear more.

18.08.08

NEWS!

I am changing my long-standing email address so you can contact me more easily. Please get in touch with me at

karen@moloneyminds.com

Many thanks.

27.05.08

POTENTIAL LEADERS FROM THE TALENT POOL

A very busy springtime list of speaking engagements sent me across Europe to meet mostly with large companies nurturing their pools of talented people. So I've been in Hamburg helping a large manufacturing organisation develop leaders. I've been in the Netherlands investigating insights that come when top leaders engage with younger potential leaders. I've worked across Europe at several meetings designed to help a global professional services firm to create a platform to take their firm forward for the next 10 years.

What these clients want above anything else is the assurance that these young people will take over their roles in 5-10 years time, allowing them to step back from the business, retire, do something new.

Of course, they need to resist the temptation to mould these people to be just like them, so I have been helping these companies understand that the kinds of skills, talents and insights the business needs in the future may be different to those needed now.

07.04.08

WOMEN IN THE LEADERSHIP PIPELINE

Working with TOSCA over the last few months, we pulled together a fascinating collection of organisations from the public and private sectors to investigate why their were problems with a "leaky pipeline" of women into senior positions. This wasn't the usual glass ceiling or glass cliff phenomena, but a more in-depth exploration of male-female difference at work. I'm preparing a manuscript for publication which investigates these ideas further and will probably take some time over the summer to write the book.

09.09.07

THE OIL BUSINESS

I was helping a client organisation last week to improve the interpersonal skills of its middle managers. You know the kind of thing: getting them to role play tricky conversations with subordinates or suppliers. Typically, these managers are terrific at getting things done but their ability to empathise, cope with sensitive, personal issues, handle conflict within their teams, give praise, criticise without damaging confidence; all these skills need honing. So, using the services of an acting team, we embarked upon an afternoon of role plays.

Everything was going fine until an oil man from China stepped up to the plate. He informed us he'd like to practice a typical conversation he would have to have with one of his team who was having difficulties meeting the standards expected in a western company. We should imagine that this individual had been spending too long on the phone with friends and that he was going to tell the employee that it was simply not acceptable.

So he began, but what we expected would turn into a series of questions and statements, with some resistance from the actor but leading to an agreed understanding at the end about what improvements needed to be made, never transpired. He talked so long and so hard at the poor actor that it could only be described as a monologue, not a conversation. When we stopped and asked him to explain, he convinced us that this was entirely plausible, that a subordinate would never answer back and that they would just sit there and take it. Our actor, who couldn't get a word in, happened to be from Singapore and had some sympathy with his situation. She played along and kept silent. But the rest of us, with our western experiences, kept expecting interjection.

We talked afterwards about the continuing divide between developed and emerging economies and how western businesses struggled to understand the eastern psyche of those they employed. I guess in our haste to improve our Chinese friend's interpersonal behaviour that afternoon, we overlooked something so fundamental to Chinese management culture, that it was us who learned the most in that room, not him.

07.08.07

BACK FROM MINNEAPOLIS

There is something surreal about travelling over a bridge which collapses 8 hours later, drowning 60 people in the Mississippi river. When your life comes within a hair's breath of ending, you can't help readjusting your priorities. So the report of the WFS conference which I had planned to write on my return is now slightly different.

I could have told you about the backlog of 1million applications in the US Patent office, mostly caused by a staff shortage (40% turnover p.a.). This is really worrying the nanotech community who have cutback on their research, particularly in pharmacueticals.

I could also have told you about the increasing but rather belated concern Americans have for demographics, being surprised by the mass retirement of babyboomers and calls for restricted immigration, both of which are predicted to begin taking a stranglehold on their economy. Having been used to conspicuous growth, it's come as quite a shock to think they won't be able to enjoy continued prosperity without the helop of either another baby boom or mass outsourcing offshore.

Which brings me on to India and China, which I do want to tell you about. These burgeoning economies are not only neighbours, but trade partners, who together are forming the largest economic giant the world has ever seen. Furthermore, there is talk of them digging a tunnel connection under the Himalayas so goods and people can move more freely across their borders. Thank God for their common sense, leading them to cooperate and share their faith in free markets, when a possible scenario would have been to compete and end up enemies.

World Future Society members like me scan the time horizon for trends and moves which may impact upon us all. I for one am watching this with interest as it will have global implications.

LATEST NEWS 29.07.07

The World Future Society is meeting this week in Minneapolis and my paper "What Use are Men: The future of sex and gender" has attracted attention. Read a full version in the Articles and Materials section of this site.

NEWS 27.06.07

One of my clients has brought together four groups of potential leaders from across Europe and named each event after a composer: Berlioz, Bach, Grieg and Vivaldi. I have only contributed a short session to these 4 day events so haven't seen the whole theme in action. But the idea of linking leadership to music and classical composition in particular as a topic for learning is one that has occupied me over the last few months to the point that I've been plotting with composer David Stoll to create a joint presentation. As songwriting is a particular passion of mine, I was thinking of "Leadership lessons from Lennon and McCartney, Lerner and Loewe and Lieber and Stoller." Any takers?

NEWS 22.06.07

In the last month, I made a visit to Hamburg to a client who wants to prepare its middle executives for international leadership. That's a real challenge. To go from managing a national function to leading people on a global scale takes a major mindshift. As Ann Landers said, "Blessed are the flexible, for they shall never be bent out of shape." The option we'll recommend will probably include a wide range of experiences, as well as some formal training, maybe even some "Second LIfe" simulations.

MY CLIENTS


I work with clients who need to understand the economic, demographic, environmental, technological, political and social developments which lie around the corner and how those changes will challenge their capabilities to thrive. They are all interested in how their organisations can change to meet future challenges, whether they are

  • corporate clients needing to understand, for example, the demographic and social factors that influence their ability to attract and retain outstanding people.

  • public sector clients needing to understand social and political trends that may drive their agendas.

  • not for profit clients keen to use emerging technologies to support their efforts in emerging economies.

Whatever their challenges, what they all have in common is a need for FORESIGHT; to be alerted, so they can get prepared; so they can continue to adapt and change with the world as it changes around them.


THE PROBLEMS THEY NEED RESOLVING


Here are some typical clients and the reasons why they hired me.

Professional services firms

  • An accounting firm experiencing difficulties attracting good quality young people from university. I helped them understand who they might be competing against and how to position themselves as an attractive employer to generations X and Y.

  • A medical practice concerned that the different work-life balance needs of the partners was causing strains within the team. I helped them to come to terms with the differences between them and agree equitable terms and conditions.

  • A law firm worried about being unable to retain female partners. I helped them understand why they were experiencing attrition, what they needed to do to address the culture of the organisation to make it more attractive to women and young people and to introduce part-time partnerships

Large Corporates

  • A manufacturing company was interested in why its middle managers in the west might be experiencing a lack of ambition compared to its competitors in the emerging economies of the east. I helped them understand the nature of ambition, what drives people to work, and how to capture the curiosity and drive of developed nations.

  • A successful organisation which anticipated the dangers of complacency amongst their leadership. They brought me in to shake them up and remind them of the need for constant vigilance towards the market, their competitors and their ability to attract good people riding only on their reputation.

Individuals

  • Senior managers aware of the difficulties of talking through some of their challenges with colleagues or senior mentors within their organisations. I help provide an objective sounding board for their plans, frank advice about their next steps and encouragement to persist in their efforts.

Conference designers

  • In-house conference organisers often want an external chair or speaker who brings a fresh, independent view, balances the gender mix, enlivens the proceedings, challenges the received wisdom

  • Public conference organisers, looking for a controversial keynote presenter to set the scene or tone for a particular programme, or to end on an inspirational note, choose to work with me as I bring something different from the usual academic or guru speaker. (see DVD on the video page)

TYPICAL ASSIGNMENTS


Here are some of the assignments clients have hired me for over the last couple of years:

SPEAKING ENGAGEMENTS

  • Management Centre Europe, Seville, opening address and chairing Global HR conference April 2004

  • PwC, Keynote address “Tomorrow’s People” to European firm partners in Athens, September 2004

  • UPC facilitation of their top team on Return on Investment in Training, October 2004

  • PwC Switzlerland, keynote address to Swiss firm, November 2004

  • TOSCA: Consortium of companies: Zurich Financial Services, Unilever, British Telecom, Prudential, Manpower on Employee Engagement, Zurich February 2005 and London September 2005 Examining the Future of Work

  • Chairing international conference “The Effect of Globalisation on Human Capital” in Rhodes, Greece, April 2005

  • GE, addressing their top HR fraternity from Europe, Middle East and Africa on The Future of HR, April 2005

  • British Council, key note speech at conference in Moscow on “What do employers think of competencies?”, April 2005

  • UN World Food Programme, running two meetings of their global HR team on the challenges of international mobility in a world wide organisation, 2004 and 2005, Rome

  • PwC Eurofirm, addressing new partners conference on “Best Employers: the challenges of leadership”, Stockholm October 2005

  • The Feminisation of Work, a seminar discussing the increasing influence of women in senior positions and the impact of large numbers of women in the workforce, various dates around the world 2006

  • The Future of Men, paper presented to the World Future Society Minneapolis 2007

  • The Future of Work, input to Leadership Development Programme held around Europe, spring and summer 2007

CONSULTING WORK

  • Ernst & Young, advice on the preparation of a global competency framework for all levels and all functions

  • CRH, running half day session with their national leadership team at their annual Leadership Development Programme for high potentials, Rijswyk, Netherlands, May 2004

  • UNICEF, creating organisational competency framework and preparing guidance for recruitment, profiling, assessment and development, 2005

  • Guidance to professional services firm on how to prepare hi-potentials for leadership positions

TEACHING

  • Interpersonal Effectiveness, 5 day programme held four times a year at Management Centre Europe, Brussels

  • Operation Enterprise, 8 day programme held at Columbia University New York, June 2004

  • Coaching Skills, in-company programme for Volvo, held twice a year at Management Centre Europe, Brussels

  • ‘Working with Competencies’ and ‘Competency-Based Recruitment’, two programmes run several times a year for Chartered Institute for Personnel and Development, United Kingdom.

  • ‘Mastering HR’, year-long twelve module programme run for Management Centre Europe and Czech Republic HR Association in Prague

  • “The Psychology of Managing Performance”, twice a year programme run for the Chartered Institute of Personnel and Development.



Many of my clients know they need to offer a better work-life balance to their employees but they don’t know how to do this without it impacting on their bottom line. I help them understand the diversity of interests amongst their employees, how they can prioritise their talent, organize flexible work contracts, treat people equitably but still remain competitive and true to their values.

My clients also appreciate the critical importance of emotional and psychological factors in engaging their people to bring out the highest level of commitment and performance. They’re just not sure how to build a culture that captures individuals’ talents and uses their contribution for mutual benefit. I help them understand how the energy of their key staff can be captured and put to best use, how their best people can be led, managed and set free to perform and produce outstanding results.

HOW I WORK


I work as an external advisor to the senior management team in an organisation, addressing their leadership and management challenges, alerting them to the future, and providing the foresight for them to see a way forward.

My role is to listen to the issues they’re facing, point out some they may have missed, explore where they want to be in a 3-15 year time frame, suggest alternative ways of looking at their situation, provoke new strategies for working with people, explore outdated thinking about individuals and groups within society, challenge their assumptions about their people. Together, we come up with a framework that will enable them to address the human issues of the future.

Being first and foremost a psychologist, I focus on the human side of the organization: how to find and keep good people, how to create and sustain an attractive culture, how to make difficult decisions and sensible choices when it comes to people. Applying principles from the behavioural sciences, I draw on applied research to ascertain what is really happening in the organization, then use that understanding to predict what may happen in the future.

INTERACTING WITH YOU


Clients sometimes ask me to address their conferences, either annual corporate events or specific meetings of groups of people. My presentation style is lively, and thought-provoking and, because it addresses futures, which many people are not used to thinking about, it usually slots best into an early session in the conference programme as a stimulus piece.

Alternatively, I regularly get asked to facilitate important or difficult meetings or ones which require a neutral outsider to negotiate and manage. Clients have commented that my style brings people together and resolves tricky issues in ways they would find hard to achieve alone with their separate interests and histories.

If we are working together over a longer period, possibly on a project or other initiative, I will form a specialist adjunct to your HR team, offering guidance, advice and input to your project team or manager.

I am happy to talk over your interests, challenges and problems and to suggest a few ideas over the phone or at an initial meeting. I'll put a written proposal to you which responds to your brief, outlines what I think might work for you. This will include plans, timescales, prices, terms and conditions. If you like what you see, a note agreeing to my proposal is all that suffices.

I enjoy teaming up with others and like to work with a few select practitioners if their integrity and quality matches Moloney Minds. These people are very special and I am delighted to recommend them wholeheartedly to my own clients. Please see the links page for those organizations and individuals who have impressed me and I hope will impress you.

TOPICS I COVER


As a specialist in the future of work and all that entails - working with different generations, technologies, talents, and how to meet the growing challenges of globalisation, diversity and increased competition, I find myself asked to speak on a variety of topics, not all of which are within my area of expertise. So I tend to specialise in a limited number of topics. The following titles may give you an idea of my areas of interest:

  • The Future of Work

  • The Future of HR

  • It’s a job Jim, but not as we know it: how work is changing

  • Bedrooms and Boardrooms: balancing work and life

  • Managing Hot Talent

  • Attracting, Retaining and Developing Talent

  • The Corporate Gender: men and women working together

  • Diversity in the workforce: maximising the impact of people who are different

  • The Competency-Based Approach: old hat or common sense?

  • Developing Global Leaders: turning executives into super heroes

  • Why Can’t I Change?: Effective personal development

  • How to build emotional capital

  • You’re Smarter than You Think: Emotional Intelligence for dummies

  • My War with the Law: developing legal practices

  • Developing Talent in Professional Services Firms

  • Difficult conversations: how to say important things effectively

TESTIMONIALS


A sample of comments from those who have worked with me or seen me present:

Here’s a comment from my client in a global firm of professional consultants:

“I just first want to say thank you very much for everything you did for me. You helped me so much in my steep learning curve in getting up to speed and listened to all of the many (!) challenges we encountered along the way. So personally, I want to thank you for your help.”


And here’s another:

“It was certainly an enjoyable and exhilarating experience. I really enjoyed working with you and especially appreciative of your mentoring role.”


In terms of the practical usefulness of my input:

“I know I speak for everybody who attended the Conference last week, in saying how much we feel we benefited from the instruction and guidance that you gave us.

We were all impressed by the way you seemed to practice what you preached! What is more, I believe we came away from the course having thoroughly enjoyed ourselves and more importantly, with a much stronger idea on the areas which we need to improve in practice.

Thanks again. I hope we have an opportunity of benefiting from your enthusiasm and knowledge in the not too distant future.”


“Whilst I was very much looking forward to the session, I must say it did considerably surpass my expectations and I really felt that I had learnt a great deal in a relatively short time.”


I regularly received 4.8 out of 5 for delivery in evaluations and in the 37 years history of the Global HR Conference, I received the highest score ever recorded for both a speaker and a chair.

Here’s another comment from a happy course and conference organiser:

“ Many congratulations, I have just read your course evaluation forms for your courses and they are quite first class, with many reports on your pace, and individual care and use of time. We are jolly lucky to have you, and I am so grateful for all your hard work.”


And another, from a participant

“The programme, although good, became outstanding through the instructor's ability to apply approaches and documentation flexibly and in response to needs identified on the day. She knows when to downplay an approach for a given individual and when to force an issue. Her feedback at the end was very insightful.”


Sometimes, I get to work with people who the organisation really wants to invest in, in this case potential chief executives of NHS Trusts. Here are some of their comments:

“ Best development programme I have had in my 10 years NHS service. Really helped me make a difficult decision about my next career move.”

“I found your event last week stimulating, enjoyable and helpful. I came away for it with a strange feeling that for the first time in 20 years as a GP, the organisation (NHS/HA) valued me as a person and cared, and was concerned for my welfare.”

“Over the past 24 hours since returning home, I have realised how the workshop has helped me to gain insight into current problems. It’s been the ability to look at working relationships in a new way that has been most helpful.”

“Thank you so much for such an inspiring and enlightening workshop at Windsor last week. I learnt so much.”

“A very worthwhile 2 days; absorbing, interesting, motivating throughout. Has given me a lot more confidence to prepare me for my new executive role within the organisation.”


And finally, here’s a comment from a fellow keynote speaker

“WOW, you're good! The day was great, wouldn't have been without you leading the events. Thanks for making it possible.”


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