We cut costs ~ the human costs of conflict, confusion and poor performance

Now is the time to act and prepare yourself  – like weeds in a garden, these are the only things that evolve by themselves in your life or organisation


Lead the life you want and lead others – to less stress, more fun, more fulfillment and increased productivity

‘Shifting Gears’ is about ‘you developing you’, deliberately revolutionising who you are, how you lead others, and how you operate your business – every day!

Leading others

Shifting Gears enables leaders to transform their organisation to dramatically reduce ‘Human Losses’ – losses that have a major, yet largely hidden, impact on their bottom line. Rarely ringing financial ‘alarm bells’, these Human Losses do not come to the attention of management and so go unnoticed.

The costs are huge and occur year on year on year!

Human losses include ~

  • Confusion over common purpose;
  • Organisational ‘divisions’;
  • Destructive performance reviews;
  • Low levels of trust;
  • Law suits (personal, safety, etc.);
  • Duplication of effort;
  • People complaining about work;
  • Re-work (in all its forms);
  • Misunderstood communications;
  • Absenteeism;
  • Conflict (group and individual);
  • High sick leave;
  • On-going disagreements and resentment;
  • Malperformance;
  • Poor cooperation amongst  groups;
  • High levels of stress;
  • Unclear purpose to efforts;
  • Low-level, long-term, friction;
  • High staff turnover;
  • Poor workplace reputation;
  • External complaints (incl. mishandling);
  • Little sense of ‘community’;
  • Unwillingness to engage with organisation vision;
  • People refusing to deal with one another;
  • Unproductive meetings;
  • Internal complaints (incl. mishandling);
  • Talent overlooked or actively ignored.

Leading the life you want

Shifting Gears supports people ready to lead the life they want.
We work with people who have turned on their internal switch, have a vision of where they are going and their hand up for developing their role in life.

With a special emphasis on organisational leaders, Shifting Gears provides the tools to deliberately evolve how you lead yourself and others.

Ian crop - from Vivien 1

Ian Oldham - author Shifting Gears material

Twenty five years of continuous and ongoing development has resulted in the Shifting Gears programmes of today. These exciting programmes, uniquely designed for leaders wishing to develop their skills, enjoy high praise from participants – testament to the programme’s value.


Developed by Ian Oldham and delivered in countries around the world, Shifting Gears connects key concepts and tools. Participants take these concepts and tools away and, in a principled manner, create what they want, when they want and how they want. A key factor in the success of Shifting Gears is the treatment of people as fully functioning adults – not trying to tell them how to live their lives. The result is a high level of engagement and sustained success in all aspects of business and personal life.
Be ready for positive, and often unexpected, outcomes …

The best way to predict your future is to create it

Click here to download your FREE copy of Shifting Gears from Scrbd

ShiftingGears Chronicle

February 6th, 2012

Changing how we operate requires energy – Prof. Roy Baumeister discusses the background and strategies for strengthening willpower http://www.radionz.co.nz/national/programmes/ninetonoon/20120131

October 18th, 2010

This BBC documentary at http://www.bbc.co.uk/iplayer/console/p00bb3b7/Discovery_The_Heart_Has_Its_Reasons explores the idea that the heart is more than ‘just a pump’, contains 3-400,00 neurons and is capable of storing memories.

In line with research into the gut operating as a ’second brain’ (http://www.scientificamerican.com/article.cfm?id=gut-second-brain) it is well worth researching with regard to how we view, and look after, ourselves.

October 17th, 2010

Our book Shifting Gears is now listed on Scrbd and can be either read on-line or downloaded

December 1st, 2009

A recent study showed that ‘Sleeping on complex decisions’ was the way to go (refer SG Archives 10 January 2004). This new research takes things a little further and gives pointers on what is required for the sub-conscious mind to work things out for you. more…

November 30th, 2009

People and organisations seem to be happy to invest time, effort and money following formal/legal procedures used to deal with things, such as a grievance. They even congratulate themselves on how well they ‘dealt with the opposing forces’. What seems to be missed is that a spot of true listening might have avoided the whole thing. Perhaps it is to do with the need to justify what we get ourselves into.