Posts by Ian Mulder

Ian Mulder
Ian Mulder

Senior Engineer: Ensight Energy Solutions

Ian Mulder is a seasoned leader and change catalyst. He’s an expert in identifying, quantifying and driving optimum operation projects, both from a change management as well as capital project perspective. As a Senior Engineer at Ensight, Ian Mulders team is responsible for energy cost savings to the value R60-million per annum which (at the moment) is achieved mainly by change management projects. Capital projects are presently underway to further reduce the client's operational costs. Ian is a Certified Energy Manager (CEM) and earned a Masters Degree in Mechanical Engineering from North West University in 2012.

Contact Ian Mulder: ian.mulder@ensight.solutions

Ian Mulder

Step 4: Communicating the vision

In my previous post, I referred to Pastor Sam Adeyemi saying that “what I see and hear consistently, over and over, will change my heart”.  It is no coincidence that John Kotter’s shares a similar view: “without credible communication, and a lot of it, the hearts and minds of the troops are never captured”.

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Ian Mulder

Step 3: Creating a vision

I attended a Global Leadership Summit (GLS) event recently. My two key notes from one of the speakers, Pastor Sam Adeyemi, were:

  1. “What I believe, I will become”, and
  2. “What I see and hear consistently, over and over, will change my heart”.
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Ian Mulder

Step 2: Form a Powerful Guiding Coalition

In my previous post I mentioned John Kotters view on managers and leaders. Managers maintain the status quo, whereas change demands leaders.

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Ian Mulder

Step 1: Establishing a Sense of Urgency

The first step to transformation starts when leaders in an organization realize the urgent need for change. Please note the use of the word leaders and not managers in the previous sentence. John Kotter describes that managers’ mandate is to maintain the status quo, whereas change demands leaders.

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Ian Mulder

Leading Transformation

Ever heard the saying, “without change, you can only ever be as good as you’ve ever been”? Such a simple truth, yet studies show an approximate 60-70% failure rate in organizational change projects, as quoted in “Change management needs to change” by Ron Ashkenas in an article for Harvard Business Review (HBR).

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