Last week, Sullivan & Stanley’s annual Change Society Summit brought together over fifty senior associates from Sullivan & Stanley’s Change Society at Birrane House to explore the evolving landscape of transformation and future ways of working. Through interactive sessions, real-world case studies and open discussions, the evening demonstrated how new approaches to work can drive meaningful change.
The agenda packed a punch with three sessions designed to challenge conventional thinking. Communication expert James Conlon demonstrated how different communication styles impact team performance. Next, change-makers Chris Ralph, Rob Stubbs and Luke Murphy revealed how mission-based working is transforming the guest experience at a leading travel and hospitality organisation. To wrap up, Jane Bates led an inspiring discussion on portfolio careers with Pat Lynes, Sarah Flannigan and Carrie Knott sharing their personal transitions from corporate to portfolio life.
Our Community Engagement Manager and host Sofia opened by reflecting on S&S’s strengthening proposition and growing capabilities. “It’s awesome to look around the room and see new faces,” she noted. “We’re on the right path in terms of our mission and purpose of inspiring the future of work.” She also highlighted S&S’s commitment to responsible business through our B Corp certification journey.
Here’s some insights into the evening’s highlights:
Understanding team dynamics: The power of adaptive communication
The evening kicked off with James Conlon challenging our assumptions about team communication and exploring how different communication styles impact team performance. Using the DISC personality assessment, participants discovered their natural communication preferences across four key styles: Dominance, Influence, Steadiness, and Conscientiousness.
DISC theory communication framework:
- For Dominant (Red) personalities: Be concise, focus on results
- For Influential (Yellow) types: Create enthusiasm, focus on big picture
- For Steady (Green) individuals: Provide time, ensure psychological safety
- For Conscientious (Blue) colleagues: Share detailed analysis, minimise risk
James emphasised that the goal isn’t to change who we are but to adapt our approach: “If you’re dealing with a red personality type, get to the point. If you’re working with a blue, provide detailed analysis. It’s about speaking their language.”
Key insights:
- Only 20-25% of teams reach truly high-performing status
- Trust is fundamental to team success, enabled by understanding different communication styles
- Different behavioural types require different approaches for effective collaboration
- The path to high performance requires working through conflict productively
While diverse teams may take longer to gel, they ultimately deliver superior results: “The more diverse the team, the chances are it’s going to be harder to get them to be a high-performing team, but when you do, the outcome is much greater.”
Actionable takeaways:
- Adapt your communication style to match your audience
- Create psychological safety for different communication preferences
- Recognise that stress can change how people communicate
- Focus on building trust through understanding different perspectives
Mission-Based Working in action: Transforming customer experience
The summit’s second session revealed how theory transforms into practice. Chris, Luke and Rob shared insights from their ongoing mission-based transformation at a leading travel and leisure company. Their most powerful insight? Sometimes the best boardroom is no boardroom at all.
“We realised we needed real data, not just assumptions,” shared Luke. “So we grabbed our clipboards and stopwatches and headed to the terminals.” This hands-on approach revealed insights no spreadsheet could capture—from guests struggling with Wi-Fi connectivity to access vital documents, to the emotional rollercoaster of check-in experiences.
One story particularly resonated: a couple joking about “who would play them in the movie” because their check-in experience was so stressful. Another showed the real impact of documentation issues—a family in tears when they couldn’t continue their journey due to incorrect paperwork.
The CFO’s reaction captured the value of this approach: “This has been eye-opening. I’ve learned so much about my organisation that I didn’t know happened.”
The team shared their framework for success:
Getting ready phase (4 weeks):
- Importance of evidence-based decision-making in selecting missions
- Use IMPACT criteria to evaluate mission candidates
- Build cross-functional teams
- Need to challenge existing assumptions through data
Inception phase (3 weeks):
- Power of collaborative workshops to build shared understanding
- Importance of encouraging teams to “dream bigger”
- Value of adapting existing tools to meet specific challenges
Delivery (90 days):
- Navigation of procurement and technology constraints
- Importance of maintaining team momentum despite obstacles
- Value of seeing organisational challenges as opportunities for change
As one team member noted: “Every rock you’re tripping over is actually a nugget of gold—we’ve just got to do something with it.”
The team also shared how Mission Hub, S&S’s team analytics platform, provided valuable insights into team dynamics and cognitive diversity, helping optimise their approach to coaching and support.
Portfolio careers: The future of work
The evening concluded with an inspiring panel featuring Pat Lynes, Sarah Flannigan and Carrie Knott, moderated by Jane Bates. The discussion explored how portfolio careers offer a way to align work with personal values while delivering impact across multiple organisations.
Pat shared the inspiration behind his book “The Disrupted Executive” and his vision for portfolio careers: “Work-life balance is something I’ve never managed to achieve, so it’s about work-life integration.” He emphasised the importance of building a personal boardroom and maintaining strong networks.
Sarah spoke about aligning work with purpose and values, and the courage to say no to opportunities that don’t fit. She shared powerful insights about choosing board roles and advisory work that align with her principles: “If you really stick to your core values, my goodness it pays back.”
Carrie offered candid reflections on transitioning from a 25-year corporate career to portfolio work. She addressed common fears about leaving established roles: “I felt I had earned that over those 25 years… my biggest fear was when I walked away from those stakeholders and into a new organisation, they wouldn’t know any of that about me.”
Practical portfolio career timeline:
Preparation phase:
- Build your personal boardroom
- Maintain active network
- Develop your unique value proposition
Transition phase:
- Start with an anchor client
- Keep networks warm
- Document achievements
Growth phase:
- Balance workload across roles
- Stay true to your values
- Continue learning and adapting
Recognition of associate excellence
The summit also celebrated outstanding contributions to client success.
Congratulations to:
- Rick Madden: Best Impact of the Year
- Robert Walsh and John Court: Best Collaboration of the Year
- Carrie Knott: Best New Joiner
Moving forward
The Change Society Summit demonstrated that transformation isn’t just about processes—it’s about people, courage and community. As organisations continue to evolve, new approaches to work like mission-based transformation and portfolio careers offer powerful ways to deliver sustainable change at pace.
The energy in the room and quality of conversation showed exactly why the Change Society community is so special. It’s a place where change-makers can share honestly, learn from each other and build the connections needed to drive meaningful transformation.
Want to learn more about how Sullivan & Stanley can support your transformation journey? Get in touch to discuss your challenges and discover how our community of change-makers can help drive lasting impact.