Unblocking Organisational Performance

Have you ever wondered why your organisation’s initiatives or performance feel inconsistent - sometimes energised, other times sluggish?

Unblocking organisational performance is key for many executives.

Often, the issue isn’t at the executive or general manager level, but rather within the management layer. These individuals are usually committed and capable, yet lack the broader context, experience, or tools to lead through today’s complex change programmes.

The challenge is that many middle managers are operating without a full understanding of the “why” behind organisational shifts. This leads to confusion, inconsistent execution, and a sense that the business is “stuck”.

The good news?

This can be addressed by intentionally bringing this layer together - creating clarity, context, and connection across the business.

1. Start with a “View from the Bridge”

The first step is creating alignment from the top. Executives need to share a clear “view from the bridge” - outlining the broader industry context, what’s driving the current strategy, and why certain priorities matter. When management teams hear this directly, they can interpret decisions in light of the bigger picture rather than seeing them as isolated directives. This clarity builds trust and enables managers to lead their teams with greater purpose.

2. Understand People - Attachment Theory and The Biology of Stress

Next, it’s essential to explore how people actually respond at work. Two key pieces of research help here:

• Attachment Theory – explains how people connect, communicate, and engage in workplace relationships. When managers feel secure and valued, they’re more likely to drive engagement and collaboration.

• The Biology of Stress – highlights how individuals react under pressure. Some thrive, others freeze or withdraw. Recognising this helps leaders create conditions for calm, focused performance rather than reactive behaviour.

Understanding these principles equips managers to lead more empathetically and effectively.

3. Connect the Management Community

Facilitate open discussions with general managers and their teams. Encourage updates across departments, identify dependencies, and address cross-functional issues. This helps surface hidden blockages and creates shared ownership of outcomes. It’s in these sessions that many organisations rediscover their rhythm and sense of collective momentum.

4. Empower, Simplify, and Look Ahead

Finally, guide managers to focus on four practical actions:

• Strengthen the foundation – Clarify and optimise the core activities that underpin their area.

• Empower others or automate - Delegate or digitalise repetitive tasks to free capacity for strategic work.

• Simplify dependencies - Reduce complexity between teams and look for emerging technologies, including AI, to support smarter operations.

• Encourage every leader to keep an “eye to the future” - using insights from the executive’s view to anticipate what’s next.

This approach doesn’t just unblock performance, it builds a stronger, more connected organisation. Teams understand one another, decisions make sense, and energy returns to the system.

If you’d like to explore how to implement this within your organisation, feel free to reach out - I’d be happy to share more.