Author 📚, experienced programme & project management professional 🗺️ 🌍, photographer📸 & art lover 🎨🖼️ #ChapmanJS

London, England
Joined July 2011
John Chapman retweeted
The way that we, as leaders, convey emotions really matters. New research busts the myth that leaders who express harsh feedback at the start of a project help to drive performance by showing the required standard. The research showed the opposite: the extent to which leaders expressed positivity (at the start of a project or year) was the biggest predictor of team success. It was as simple as stating how much they cared about team members, enjoyed working with them & valued their specific contributions. The research doesn't suggest that leaders have to always be positive, but that challenging feedback works better at the midpoint of a project or a year. Timing is important. Leaders who express constant negativity hurt team members’ performance: hbr.org/2025/04/research-whe…. Via @jacobsglevitt @HarvardBiz.
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John Chapman retweeted
We partnered with OMEX to modernise its operations with Microsoft Business Central, driving efficiency, AI-powered automation, and a greener future. 🌱🚜 ➡️ Learn mhttps://lnkd.in/eayg42mF #BusinessCentral #AI #Agriculture
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John Chapman retweeted
Deliver faster, more personalised support and exceed customer expectations in Financial Services. This eBook shows you how AI-driven insights in Microsoft D365 can streamline your operations, automate routine tasks, and enhance every customer interaction. lnkd.in/etwvkxzY
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John Chapman retweeted
How many people does it take to change an organisation, system or culture? In his book "Change, How to Make Big Things Happen", @DamonCentola shows how change became inevitable when 25% of the people were on the side of making the shift - a “committed minority group” driving the change. But how do we get to 25%? Three strategies: 1) Use "non violent" change processes: where people can come into the change, make it their own, be part of a co-creative process & see/feel their stamp on the change. 2) Adopt the "Active, Sustained 3.5% Rule": a much smaller group actively engaged at the heart of the change, sustained over time. 3) Adopt the "Law of One Person and One Step": where we don’t need to train everybody, but instead, coach a small group of people to create a non-violent resistance to the old ways of working & bring new ways in. danielstillman.com/blog/mini…. By @dastillman
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John Chapman retweeted
We've been recognised as a 2024/2025 Microsoft Business Applications Inner Circle member for the 3rd consecutive year! 🏆 This award acknowledges our dedication to delivering the best possible outcomes for our customers, with customer experience as our top priority. #InnerCircle
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Morning.. #MarkAPearce
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“There will always be people in your life who treat you wrong..."
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John Chapman retweeted
👏 CAMRA would like to thank everyone who has contacted their MP so far ahead of the Autumn Budget Statement, but we still need to keep the pressure on. ✉️ Ask your MP to back a package of measures to support pubs & pubgoers today. 👉 Contact your MP now: ow.ly/V3AY50Q4aTw
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John Chapman retweeted
Research shows that when people exercise on a given day, the following day they: - Feel more vigorous at work - Focus more intently on their tasks - Come up with more creative ideas Bosses of the world, let your people work out! More: hbr.org/2023/05/to-improve-y…
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Drawing Room, 1a Holland Park 1887 #AnnaAlmaTadema
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John Chapman retweeted
A major barrier to change in health & care is the Einstellung effect. It occurs when, facing a new problem, we apply a repeated solution we have learnt from old problems, based on what we know and are comfortable with, preventing us finding a better solution. It creates a cycle of non-achievement of results. See graphic by @suyashi_dwivedi. We can address it by: 1) Bringing in different voices & perspectives on the problem. 2) Engaging everyone who will be impacted by the potential change early on, so there is ownership, not resistance, to new ways of doing things 3) Small scale testing and experimenting with new approaches. 4) Being divergent in our thinking & not rushing to convergence. 5) Using a structured methodology like design thinking where we focus on fully defining the problem. 6) Being curious to find out how other people have tackled similar problems. New solutions need new approaches. Classic article: sciencedirect.com/science/ar… Via @emollick. Additional ideas from @interacting
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In 1998, Citibank and The Travelers Insurance Company merged. They hired legendary designer Paula Scher to create a new logo. In their first meeting, on a napkin, Scher drew what became the iconic Citi logo. As Scher got up to leave the room, someone from the Citi team asked, How can it be that it’s done in a second? “It’s done in a second and 34 years," Scher replied. “It’s done in a second [and] every experience and everything that’s in my head.” Takeaway 1: As Scher has become a master of her craft, she's experienced an interesting problem. "A lot of clients like to buy process," she explains. "they think they're not getting their money's worth [if] you solve the problem too fast." This is known as the "Labor Perception Bias." It's an interesting phenomenon: we are generally impatient, yet, we are skeptical if, for instance, we're at a fancy restaurant and the food comes out only minutes after we ordered. One of famous examples of the Labor Perception Bias is the parable of the engineer and the hammer: A factory owner hired an engineer to fix a broken-down engine. The engineer inspected the engine for one minute, took out his hammer, hammered the engine once, and then started the engine with no problem. The engineer charged the factory owner $5000. The factory owner was shocked, protested that the engineer had worked for only one minute, and asked for an itemized bill. The engineer sent the factory owner an itemized bill: Hammering the engine: $5 Knowing where to hammer the engine: $4,995 Takeaway 2: On my desk, there is a notecard that says, “All success is a lagging indicator.” The line comes from one of my favorite Ryan Holiday articles. “When a day’s writing goes well,” he writes, “it’s a lagging indicator of hours and hours spent researching and thinking… Receiving a promotion is a lagging indicator of a lot of quality work. Delivering a keynote with confidence is a lagging indicator of a lot of preparation.” Knowing where to hammer the engine is a lagging indicator of the years and years working with hammers and on engines. And Paula Scher’s ability to create an iconic logo in a second is a lagging indicator of 34 years spent honing her craft. - - - “When you sit down to create something...what you create is a culmination of everything you’ve seen and done previous to that point.” — Tinker Hatfield Follow @bpoppenheimer for more content like this!
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John Chapman retweeted
Most large conferences & "all staff" days treat their audience as "consumers" to be talked at when they have a room full of potential co-creators with amazing talents and gifts. Is it possible to design large gatherings in a more relational way? How can we light candles rather than fill buckets? @pforti suggests 5 ways: 1) Small sessions lead by participants 2) Create fractal groups 3) Slow down the rhythm of the meeting 4) Assign people to be connectors 5) Design for the non-default medium.com/together-institut…. Quote in graphic: @ndcollaborative
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John Chapman retweeted
A systematic review of research on workplace breaks shows that: 1) Regular micro breaks can be better than longer breaks 2) Outdoor breaks & fresh air are better than indoor breaks 3) Scrolling social media is the most common break type but it creates emotional exhaustion 4) Spending a break with a furry companion is beneficial hbr.org/2023/05/how-to-take-… Via @ZhannaLyubykh Graphic @DariusForoux
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They are incredible! 12 rhinos out there today and 58 others joining the team supporting rhino conservation! #LondonMarathon
You have to admire the dedication of those who run the London Marathon. #ChapmanJS #London #marathon @LondonMarathon #londonmarathon @savetherhino
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John Chapman retweeted
It’s easy to think “it’s just a few minutes.” But as the number of people that you hold up increases, the true cost of being late scales rapidly. Being 10 mins late to a meeting with 10 others is 100 minutes. I'm doing some work on improving meeting practice currently so this sketch speaks to me. It comes from @sketchplanator, one of the most impactful visual artists on Twitter.
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John Chapman retweeted
I've just been writing about the critical role of tacit knowledge in change & improvement. As much as 80% of the knowledge in an organisation is tacit & undocumented. Yet this tacit knowledge is most likely to lead to big breakthroughs for innovation and improvement. That's why networks, communities of learning/practice & sharing conversations are often more effective than good practice repositories/portals, metadata or search systems: nickmilton.com/2021/11/why-y…… Recommended reading from @nickknoco
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Our choice this week is Thames Moonlight by John Atkinson Grimshaw. The open river and sky flooded with moonlight is an opportunity for Grimshaw to exercise his skill in capturing nocturnal scenes 🌃 #OnlineArtExchange @artukdotorg @LULGalleries
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John Chapman retweeted
Groupthink makes us take terrible decisions. When psychological safety is low & people fear disapproval from leaders, groupthink gets worse. It's our job as leaders to encourage diversity of thought & safety for everyone to contribute: sketchplanations.com/groupth… By @sketchplanator
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