Creating change, building habits and leveraging an Explorer Mindset: Top takeaways from my latest workshop

Last month, I had the pleasure of welcoming a new cohort of leadership enthusiasts to my Explorer Mindset workshop.

It was two full days of fresh perspectives, thoughtful conversations and practical insights, with one of the most rewarding parts being the way participants connected the concepts to the challenges they face in their own roles.

As my final Explorer Mindset workshop for 2026, I wanted to share the three key takeaways that stood out the most.

Takeaway 1: Create big change by starting small

One of the biggest realisations for workshop participants was that meaningful change doesn’t always start with a big decision or a difficult conversation. Sometimes, the most effective first step is a small experiment that helps you understand what needs to change and how to make it happen.

Take culture change as an example. It’s easy to assume that because culture is influenced by leaders, the best approach is to raise the issue directly with senior decision makers and ask them to do things differently. But if people in positions of authority believe the current approach is working, they may have little appetite for change. Raising the issue too early could leave you with less support than you had before.

A more effective approach might be to gather evidence about how people in the organisation actually feel. You could use that insight to:

• start a conversation with peers
• build a shared understanding of the issue
• give decision makers something concrete to consider.

This approach also calls for emotional and political intelligence. Change inevitably affects people differently, and what seems like an obvious improvement to you may feel like a loss of control or status to someone else. Understanding those concerns helps you introduce change in a way that brings people with you and preserves the relationships you need to make it happen.

The key lesson: You don’t have to force change. Start small, build support and create the conditions for others to see its value. Especially in the public sector where authority and stakeholder relationships matter deeply, how you introduce change can be just as important as the change itself.

Takeaway 2: Scaffold the habits that move you forward

A big goal can feel daunting when you focus on the end result. The trick is to identify the small and specific actions that will help you get there, with each action creating a foundation for the next.

For example, let’s say you want to contribute more confidently in meetings. The first step might be to prepare one useful observation or insight before you walk in the room. Rather than putting all the pressure on yourself, you could also think about what you and your team know that might add value to the discussion. You bring more to a meeting than your own perspective – you also carry the knowledge, experience and insights of your team. Thinking about the unique contribution you can make as the group’s representative helps move the focus from “I need to say something” to “What would be useful for me to contribute?”.

Once you’ve made a contribution, it may feel easier to do it again. Over time, these small actions can help you develop a more confident and consistent approach. And if you’ve done your part and the opportunity still doesn’t come, that tells you something too.

The same principle applies to other leadership goals. Be intentional about the action you want to take and start with something small. If you keep struggling to take that action it may still be too big. Break it down further until you find one you can realistically take.

The key lesson: You don’t have to approach a goal in the most obvious way. Look for small, creative actions that build the habits you need and create a scaffold for continued progress.

Takeaway 3: A framework is only useful if it changes your thinking

Leadership tools are most useful when they change how you approach real decisions and challenges. The Explorer Mindset gives leaders a practical framework to:

• Examine their own habits of thought.
• Recognise where they may be relying too heavily on one approach.
• Consider what else a situation might require.

The framework covers seven mindset dimensions such as perspective-taking, personal resilience, and tolerance for ambiguity. Each can be an asset, but the key is knowing when and how to use it. For example, a leader who relies heavily on their own judgement may need to make a more deliberate effort to consider other viewpoints. Someone who is naturally cautious may need to become more comfortable with uncertainty before trying a new approach.

During the workshop, participants explored how these mindsets can be underused or overused, including through public sector case studies such as Robodebt. This helped them examine how decisions are made and how overlooked perspectives can lead to serious harm. They could then apply the same thinking to their own work and the decisions they make.

One participant put this into practice almost immediately. At a meeting back in the office, they deliberately drew on perspective-taking to help the group examine the information under discussion from the viewpoints of different stakeholders.

This is where the Explorer Mindset is particularly valuable. It helps leaders look beyond the immediate task to consider the wider political and organisational environment they’re in.

The key takeaway: The Explorer Mindset works because it helps leaders think differently about the complex challenges they face and find more considered ways forward when there’s no obvious answer.

Explorer Mindset workshops in 2027

As I prepare to wrap up the program of workshops I have so enjoyed delivering in 2026, I’m setting my sights on the year ahead.

If your team would benefit from an Explorer Mindset workshop, I can deliver these in-house. In-house engagements can be especially beneficial because we can tailor the discussions to your team’s challenges, while giving participants the opportunity to learn from one another and explore new ways of approaching their work.

To learn more about in-house Explorer Mindset workshops in 2027, please get in touch.