About
About Head to Heart to Habit
There are a certain select breed of executives who seem to be “multi-competent”. Ask them to be a project director, factory supervisor or head of sales, and they find a way to adopt the behaviours needed to succeed in each role.
Why are they able to consistently adapt? Conversely, why do others – like 90% of heart patients – struggle?
The answer has to do with the fact that the knowledge of What alone isn’t enough. Yet well-meaning managers, partners, parents and friends almost always tell us What to do. Speak up more, listen more, act faster (or slower), push back more (or less) etc. If What alone was sufficient, surely behavioural change would be easier.
Join me as I lay out the two common blind spots we have, and a framework to manage them to sustainably change our behaviours and get to our goals.
I have found success with this framework as a leader, as an executive coach, and as an individual. Whatever your context is, I hope you will too.
Finally, if you or your team might benefit from a discussion, feel free to drop me a message and I will get back to you.
About Oliver Foo
“What we know does not matter nearly as much as what we do.”
That’s my answer when I’m asked for the biggest lesson I’ve learned in my 30-plus year career.
Our behaviour today – not our knowledge – determines our success or failure tomorrow.
Originally trained as an engineer, my first job was as a coder.
After six years, I happily switched jobs into sales and marketing. This new world of directly engaging with clients and understanding their challenges, their internal decision-making process, and their formal and informal power structures fascinated me. My now life-long passion in understanding individual and organizational behaviours was triggered.
Over the years, one thing became clear: The executives who could adapt their behaviours to new challenges and circumstances, were the ones who moved ahead.
My next question came naturally. Why are these executives so adaptable and consequently so successful – while others struggle to adapt and subsequently stay in their narrow lane? And this wasn’t a case of some having a Fixed Mindset, where one believes that abilities are fixed and innate qualities.
Drawing from my lived experience as a corporate C-suite leader and an executive coach, this book is my answer.
Join me as I explain why so many have been getting sustainable behavioural change all wrong – and how we can all get it right!