Cherri Holland is a performance and change specialist whose focus over the last 20 years has been a ‘partnership approach’ to business success. Influenced by leaders running successful staff-driven businesses, she has moved hundreds of groups past entrenched ways of working into self-leadership, high performance and flow.
Described as commercially-savvy, engaging and inspirational, Cherri quickly assesses what people and organizations need to fulfil their obligations to the full range of stakeholders. Her clients have consistently said that high expectations of change outcomes have been exceeded. As financial metrics become increasingly tied to customer and staff disengagement, and disengagement is tied to outdated management approaches, businesses need quick ways to hit the reset button.
Cherri has sat alongside leaders undertaking organisation-wide transformation to develop a staff-driven, high performance culture. She co-designs solutions with people which avoids the natural resistance to externally-imposed models (leading to costly failure of change programmes). Drawing on both neuroscience and neuromarketing, she mobilizes unused reserves for a positive response to market pressures and/or technology disruption.
Typical assignments have included:
- developing an employee-driven culture around organizational purpose
- planning and embedding change so that programmes realize expected benefits
- responding to complex workplace challenges and stakeholder demands getting the desired outcomes
- improving key person impact and results — remaining ‘calm under fire’.
- resolving conflict and negotiating to meet all parties’ needs
Since graduating with a Psychology degree (sub majoring in Industrial Psychology) Cherri has continued to research ways to tap into latent mental reserves for super-performance. She has shown these approaches work across diverse cultures and industries in 10 countries.
Cherri has published the following articles on our site:
Digital Drivers of The ‘Right Stuff’
Digital Engagement
Why Understanding the Difference Between Open & Closed Systems May Lead to Transformation Success
Should You Slow Down to Speed Up Your Transformation?
Why You Must Both Lead and Manage Your Transformational Effort
