I had a very interesting chat with Joe Turner on the ongoing topic that seems to be on everyone’s minds – getting sh*t done. I’ve already written about my point of view that businesses and teams focus too much on the what and not the how – the softer skills which require dedication, resilience and the right sort of people to build your coalition of the willing to drive the embedding. But even with all that if you don’t pick your right place and moment to land something in the organisation then it won’t be successful. A part of my role before I left PepsiCo was fondly named ‘air traffic control’ and I love this analogy thanks Ian Ellington – it’s about knowing what’s in the air, what the conditions are like coming into and on the ground, and judging what to land and when, all with amazing communication and engagement along the way. I have seen great initiatives crash and burn as there was no space on the runway and equally seen things circle overhead for a long time as they can’t find when and where to land. When undertaking any type of change or transformation I’d advise that it’s best to have your own version of ‘air traffic control’ to look at the business planning cycle, key moments in the year, understand the capacity of the team on the ground and help land/embed any initiatives at the right time with the right people for maximum impact. Now I’m not going off to be a full time air traffic controller but I do have the skills and experience to help you land transformation and change in your organisation with minimum turbulence.