With nearly 100 years of collective work experience within the team, Cameron Rees Ltd is experienced in assisting organisational development – from the joy and passion of a new role to the despair and self-limiting beliefs formed in unhealthy work environments, from identifying triggers for under-performance, insecurity, or other negative behaviours, to providing solutions that are practical, relevant, and accessible. Working with a hugely diverse range of clients from large corporates and executive boards, to start-ups, and from individuals on the frontline of the business, to the highest level of decision making, Cameron Rees Ltd aims to make things simple. “No matter where you are in an organisation, or how long you’ve been there, you will almost certainly experience the need for support – whether developmental or behavioural – to help you adapt to the world we work in today,” Carol tells us. “The traditional definitions of leadership do not meet all the needs that our hybrid, multigenerational, politically uncertain work environments bring. And this is why we aim to keep it real – What is really driving the behaviours or levels of accountability we see? How do we support people to respectfully challenge when values are diminished? How do we create the healthy culture needed to thrive?” Cameron Rees Ltd was created due to the team recognising a need to work within certain core values of authenticity, honesty, accountability and respect; not always visible or experienced. The team’s values ensure it enters an organisation with curiosity and respect in order to support people to recognise challenges and to adopt change. In addition to the core work of Cameron Rees Ltd, the company has been researching a specific phenomenon for over six years – the role of the Corporate Emperor ™. Carol explains further. “This is the theory that we have leaders in roles who are behaving in a way akin to the Emperor’s New Clothes tale,” she elaborates. “Being allowed, by those around them who are placed to advise, to make foolish, risky, and costly decisions based on vanity or ignorance, without the authentic guidance of those around them to do otherwise. Our research has looked at why those around these ‘trusted’ individuals do not challenge the leader and it is too simplistic to say it is only due to ‘fear’ or ‘lack of confidence’; these certainly play a part, but it is so much more than that.” It is about the environment created and allowed, about decades of social and cultural norms driving behaviour, and about the expectations we set in society. To this end, the organisation has developed understanding from thousands of examples and contributions, enabling identification of potential for this behaviour in existing and future leaders, and the flexibiity required to influence a change in individuals and organisational culture. Organisations have to be innovative. When the world changed in the world of learning support also significantly moved to the virtual world in place of face-to-face rather than use the virtual option as additional support previously. “Like many, we’ve adapted our offerings to be equally interactive, challenging, and fun online, as they are in person,” Carol states. “However, we have also looked at what we are delivering – Much of the old-world thinking needs to be changed as our workforces move to being potentially five-generational, with increased demands from entry level workers, reduced willingness towards discretionary effort as we recognised an increased need for work/life blend, and changing legislation or social norms. Therefore, we moved quickly to step away from old leadership models and styles, to create a framework for a way of working that would appeal and engage with our new workforce.” In order to support staff development, Cameron Rees Ltd works collaboratively with in-house teams, to build confidence and selfawareness across real and relevant environments; providing a range of opportunities to shadow and observe. No two interactions will be the same, so it is about offering a confidence to recognise own talents, when to ask questions, when to listen, and how to pull it all together. Carol actively encourages professional accreditations and further qualifications to support this learning. Recently, for its dedication and focus to the industry, Cameron Rees gained notable recognition in the UK Enterprise Awards, receiving the prestigious accolade of Most Innovative Global Organisational Development Consultancy 2024. After thinking 2024 was initially going to be a challenging year, Carol is delighted that it has turned out to be busier than ever, leading to the company expanding its HR support team and associate partners, which also highlighted additional areas of learning across all sectors. “With us, you will get experience, honesty, absolute commitment, and we go over and above to support clients to fully embed changing practices,” enthuses Carol. “Moving forward, we are so lucky to have a wonderful client base and increasing recommendations, and honestly, the future wish would be to continue to work in the way we do – with freedom, choice, authenticity to our values... and lots of laughs along the way!” Contact: Carol Martin Email: [email protected] Company: Cameron Rees Ltd Web Address: www.cameron-rees.co.uk Established by Carol Martin, Cameron Rees Ltd is an independent consultancy to support the rapidly changing world of work, and to drive a revolution in leadership. We find out more from Carol as the firm celebrates a win in the UK Enterprise Awards. Most Innovative Global Organisational Development Consultancy 2024
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