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John Crossan
COO at NDC | Culture Consultant, Coach and Mentor | FRSA
John Crossan is the Chief Operating Officer (COO) at ndc, a consultancy specializing in executive coaching, leadership development, and culture consultancy.24 He joined ndc in this role in June 2023, bringing a wealth of experience to the team.3
Professional Background
John Crossan has extensive expertise in several key areas:
- Human Resources
- Talent Management
- Organizational Development
- Change Management1
As COO at ndc, John helps leaders build high-performing cultures that deliver exceptional results and enable their people to thrive.2 His approach combines strategic insights with practical implementation to drive organizational success.
Experience and Skills
John is recognized as a:
- Culture Consultant
- Coach
- Mentor2
He is also a Fellow of the Royal Society of Arts (FRSA), which indicates his commitment to social progress and development.2
Company Information
ndc, where John serves as COO, is a consultancy with a focus on:
- Executive coaching
- Leadership development
- Culture consultancy4
The company employs approximately 23 people and includes other key figures such as Martin Egan (Co-Founder) and Ics Varma (Founder).5
John Crossan's expertise in organizational culture, leadership, and talent management positions him well to contribute to ndc's mission of helping organizations develop effective leaders and build strong, performance-driven cultures.
Highlights
Culture Change at Old Trafford: Future Fit or Fit to Fail?
As a Leeds fan it feels odd to write about Manchester United. But as someone who works with organisational culture every day I’m fascinated by events at Old Trafford.
There used to be year-on-year success, but post-Alex Ferguson it’s been quite barren by Manchester United’s standards - most clubs would be happy with a few cup triumphs & a Europa League (it beats relegation).
There used to be an ever-present strength that seems lost. We saw it in the patterns of behaviour & performances of the players, manager & other leaders in the public eye. But given how well the machine worked, you sensed it ran right through the club.
Culture must have played a part.
As the new season starts, what might a Manchester United culture built under Sir Jim Ratcliffe & INEOS look like?
I’ve been looking for clues in the INEOS Compass, a tool that guides & embeds the values & patterns of behaviour that deliver success the INEOS way. It’s made of ‘Words We Like’ and ‘Words We Don’t Like’.
What’s words do INEOS like?
Lots. Some capture the Manchester United culture, or at least playing style, of old. Relentless. Doggedness. Tenacity. How will INEOS embed these traits? You’ll also find ‘If you can’t be good, be lucky’. Comment on that one if you have a view!
But to build a culture that reflects the Compass, Ratcliffe & INEOS will need to focus on the ‘Words we don’t like’ too.
These include Arrogance, Gloating, Moaners. Top players have been accused of these in recent seasons. It would be refreshing to see a club with this heritage lead in upping the level of sportsmanship & eradicating behaviour like crowding officials.
The performance & conduct of top players have a powerful impact on a club’s culture, but a football club is more than the men’s team. Culture is built, and impacts, throughout the organisation. Changing it is a systemic endeavour.
What will be required of the manager, leadership & other departments off the pitch? What infrastructure changes will support the culture & staff & fans’ experience of it?
And there’s the issue of the women’s team & it’s status. In a powerful cultural ‘symbol’ (a decision interpreted in terms of what the decision makers really value) the men’s team have been given priority use of the new women’s facilities while their own facilities are renovated.
This clashes with the club’s stated aspirations for equality & diversity, retention, on-field success & general promotion of women’s football. Some repair work (or smart comms) seem prudent.
We’ll see a very public culture change at one of the world’s biggest clubs. And we’ll get more insights into its progress than we would in a ‘normal’ organisation. What clues will we see on the outside that indicate progress on the inside?
INEOS have proved they can deliver cultures of success. What are their chances at Manchester United?
#ManchesterUnited #Football #Culture
Image from https://lnkd.in/d2z3ReVY
How have the critical moments in your life shaped how you live and lead? Yesterday I spoke with a wonderful CEO who I’ve been working with for a little over a year. This person is an incredible leader, loved by their colleagues and family and delivering great results. But they’ve been going through a tricky patch.
Things have been good in the business and with her team. Life has been good at home. But two years ago she noticed a creeping boredom in her work. We began working together when that boredom changed into a mixture of frustration, sadness and fear that was touching all areas of her life.
In her words…
“I’m not sure I’m doing what I’m meant to do. I’m not actually sure I’m being who I’m meant to be.”
This experience is pretty common, and not just in CEOs. You probably know friends and family who have felt this way. Perhaps it’s been true for you.
Fast forward a year and she’s in a very different place. She’s leading the same organsation and has the same family! But she’s got a renewed sense of alignment. She’s clearer on who she is, why she’s doing what she’s doing, and why that matters to her.
It’s been a seriously rich journey.
One of the things that stands out about yesterday’s conversation is how she described what she called the ‘Critical Moments’ in her life, and their impact on her.
She hadn’t noticed it all in real-time, but she talked about how she can see the ways that a series of major events and turning points in her life have shaped how she lives and leads. Some of them were ‘highs’, some were very hard.
Serious illness, the birth of her child, losing people close to her, letting friendships go. She can see the growth that came from them:
Changes in her fundamental beliefs…
More self-belief and resilience…
The ability to really commit…
Not needing to have all the answers…
Greater levels of empathy and compassion…
Being able to learn from mistakes (and allow others the same luxury)…
Way more (genuine) humility and vulnerability…
She can trace all of this back to these Critical Moments. And, right now, she can see how she’s going to use it to help her lead a significant change in her organisation.
Six months ago I gave her a gift, ‘Man’s Search for Meaning’ by Viktor Frankl. She now has one of his quotes on her desk at all times.
"When we are no longer able to change a situation, we are challenged to change ourselves."
That’s her little reminder that people grow and change, and that some of the most profound change happens in response to experiences we might rationally want to avoid. And that if that is true, we can grow and change intentionally in response to the more everyday challenges we come up against.
What are your critical moments, and how have they shaped how you live and lead?
#Leadership #Purpose #Change
PPS. the picture is from this morning, the signpost made me think of this. Still haven’t found a place I prefer running than the #Yorkshire Coast.
