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Be Your Best In Business with Ian Luckett

Oct 23, 2017

Ian Adkins is a business change consultant, with 13 years of experience. In this episode, we are going to talk about business change, and business culture. Ian's company, Futures by Design, has a huge client base around the world, and he's got an interesting system which will help us in managing change, understanding cultures, and understanding their impacts in our businesses. And he will discuss this system with us today.

Ian shares with us how transitioned to his current career from serving in the army. He also talks about how his company, Futures by Design, is focused to bring people change, as well as behavioural change to businesses, both large and small.

We tackled how people are the most complex, interesting, and fascinating part of the business.

We also talked about the importance of employee engagement, as well as the importance of quality over quantity, when it comes to these engagements.

In this episode, we discussed how important it is to have meaningful relationships within the organisation; relationships built on trust. Once you got that TRUST, real communication begins, and everything flows.

We also talked about how culture is described as what people do when nobody is looking. Ian shares that what people do is behaviour, and the currency of change is behaviour, YET what people think and feel does not necessarily show in their behaviours.

We also discussed how behaviour is something you can see, you can observe, you can record, you can measure, AND you can also CHANGE. The simple equation is CULTURE = BEHAVIOURS.

Ian shares how important it is for the management to focus on their behaviours, focus on what they want their people to be doing, get the behaviours right, embed those in the company, and then allow everything else to align with it.

Ian also discussed that there are two things that are pivotal or central to the success they’ve had. One of which is to be looking at long-term all the time -- look after all the people that you deal with because several years later, they may come back as a client. Secondly, to just be relentlessly positive and optimistic, however things go.


Lastly, Ian also shared with us his 5 rules of the organizational culture change framework. And they are:

  1. Actions First
  • Let’s define the small number of behaviours or actions which everybody needs to carry out to create a culture. And just focus on a small number of key behaviours.
  1. Aim Higher
  • Get people to focus on a course, on something that engages people.
  1. Authenticity Leads
  • Humans are social animals, we operate in small teams, in little tribes, and what we do as soon as we join one, we absorb into it, but within that group there are one or two that is/are more influential than others, and they are the authentic informal leaders. If the management can identify these people, they can imprint the desired behaviour into everybody else.


  1. Activism Delivers
  • To create the change, we need to organize these authentic leaders into a movement of activists, we can turbo charge the change.
  1. Autonomy Wins
  • This only happens the management can empower their people to make it happen.


Golden Nugget Round

Question 1 – What would you tell your 25 Year Old Self?

It’s all going to be fine. Believe in yourself, and trust your own instinct.

Question 2 – What would you Lecturer at University today

Human Behaviour. Culture Change.

Question 3 – What was your biggest investment or financial decision

Education. I invested a lot of money to personal development, both in pure education and in personal development training. 


Guest Details

To contact Ian, you can visit the Future’s by Design website at


Links and Resources



Fear only moves people a certain distance. –Ian Adkins

The simple equation is culture equals behaviours. –Ian Adkins

Just be relentlessly positive and optimistic, however things go. –Ian Adkins

What you don’t need are complex answers to complex questions. University life can lead you towards finding complex answers to complex problems when what we need are simple answers to complex problems. –Ian Adkins