I recently received a question that made me realise I should probably explain the difference between my three main keynotes a little more clearly:

The short answer: they all share the same mission - making change easier. But they approach that challenge from three different angles.

1. The Change Mindset - Change starts with how we think

The Change Mindset is the broadest of my three keynotes. It is about helping people develop the mindset, attitude and practical skills to deal with change more easily.

Because let's be honest: most people don't wake up in the morning thinking, “I hope something changes today.” When change happens, our brains naturally look for what could go wrong. We compare new ideas with previous experiences, look for risks and quickly come up with reasons why something might not work.

The Change Mindset helps people interrupt these automatic reactions and look at change from a different perspective.

Through the YES – AND – ACT approach, participants learn to suspend judgement, explore different perspectives and take small steps towards action.

This makes it particularly suitable for large and mixed audiences: employee events, town halls, conferences, customer events or organisations going through a transformation.

Core promise: Change isn't always easy, but we can make it easier by changing the way we think about it.

2. Making Change Simple - From ambition to behaviour

Making Change Simple starts one step further.

The organisation knows what it wants to achieve. The strategy is clear. The ambition is there.
But then comes the difficult part:

What do we actually want people to do differently?
“Become more customer-focused.”
“Take more ownership.”
“Collaborate better.”
“Be more innovative.”

All great ambitions. But they are not behaviours.

This keynote is aimed primarily at leaders, HR professionals and change professionals who are responsible for turning ambitions into actual behaviour.

My approach is based on three simple principles: Specific – Small – Smooth.
Specific: Can you describe the desired behaviour so clearly that you could make a short movie about it?
Small: What is the smallest possible action or experiment you could take to see whether it works?
Smooth: How can you make the new behaviour easier by working with habits, the environment and our unconscious brain?

The goal is to move away from big change programmes and abstract ambitions towards small, practical experiments that people can actually try.

Core promise: Stop talking about behaviour change. Make it concrete, small and smooth.

3.Guerrilla Change - Stop pushing. Start making room.

Guerrilla Change starts from a different observation.

In many organisations, leaders are working incredibly hard to make change happen. More communication. More meetings. More programmes. More convincing.

And yet, things still move slowly.
What if the problem isn't a lack of motivation?
What if the people who can make change happen are already there?

The problem is that they often run into three invisible enemies:

The Rule Mafia - rules, procedures and systems that once made sense but now get in the way.
The Yes-But Brigade - the people who resist change often get most of the attention, while the people already taking initiative remain invisible.
The Doubt Dictator - the voice that waits for permission, certainty or the perfect plan. And yes, leaders hear that voice too.

Guerrilla Change is primarily designed for leaders and management teams who want to create more momentum during transformation.

The message is simple: don't try to push everyone into change. Remove unnecessary obstacles, find the people who are already moving and give them the space, trust and support to experiment.

And this keynote looks very different on stage. There isn't a single slide. Instead, the story unfolds around nine cardboard boxes that gradually transform the stage and reveal the different forces that can get change stuck.

Core promise: Stop pushing change. Start making room for it.

So, which keynote is right for you?

The three stories are connected, but the starting point is different:

The Change Mindset
→ Your people need to deal with change differently.

Making Change Simple
→ You need to change specific behaviour.

Guerrilla Change
→ Your leaders need to create more space for change and initiative.

There is naturally some overlap. All three are practical, interactive and focused on moving from thinking to action. They also share the same underlying belief: change doesn't have to become more complicated than it already is.

But the best keynote depends on where your organisation is, what challenge you're facing and what you want people to do differently afterwards.

That is why I don't believe in a “one keynote fits all” approach.

Sometimes people first need a different mindset.

Sometimes they need a simple way to translate an ambition into behaviour.

And sometimes the people are already ready to move - they just need leaders to get out of the way and give them room.

Three keynotes. One mission: making change easier.