Dolores Cummins FAQs


Leadership Consulting Since 2000


C5 facilitates effective change management, conflict resolution and high performance team development programs.

We have worked in the areas of change management, Leadership & Team Development, Effective Communications, Conflict Resolution and Strategic Planning for over 20 years.


Here are some typical Frequently Asked Questions:


What types of organisations have you worked with in the past?

We work internationally and nationally with major companies including AIG Europe, BP Oil, QBANK, SMEC Group,  Deloitte Consulting, Westpac, Boeing Defence, Ergon Energy, Stadiums Queensland, Endeavour Foundation, The Cognitive Institute and the European Union.

Can you provide specific examples of successful leadership programs you've led? What were the key challenges you faced, and how did you address them?

As trusted advisors and leadership experts, we work at the highest levels of organisations and government.  We introduced an inaugural leadership development program into a major international consulting engineering organisation.  This led to the effective engagement, retention and development of an internal pipeline of leaders from within the business.  During the restrictions of COVID, we re-engineered the program for online and virtual delivery.  The program contributed to the development of a culture of learning, where professional development became embedded into the culture.  This led to proactive talent management and succession planning is strategic along with high-performing team development.  These initiatives contributed to the overall success of the business during a time of acquisition and high growth. 

We are currently running a leadership development program for a multidisciplinary team engaged in the largest infrastructure project in Australia. With the European Union, we managed an interdisciplinary, transnational team to commercialise a number of educational programs across Europe. We have also worked on international workforce planning initiatives.  We coach emerging and established CEOs and their executive teams, including Boeing Defence, Stadiums Queensland, Griffith Enterprise and Westpac.  

We facilitate strategic planning sessions for global organisations.   

What's an example of change management. How do you approach change management planning? What frameworks or methodologies do you typically use?

Working with one of the major banks after restructuring, we used the Bridges change management and Sharpe’s 3 Horizon model to help employees navigate the stages of change.  

COVID-19 irrevocably altered the ‘business as usual’ status within most organisations.  This upheaval introduced the normalisation of hybrid workplaces and remote teams.  Using the VUCA model (volatile, uncertain, complex and ambiguous), we currently design and deliver workshops to help organisations navigate the uncertainty of change.  Through executive coaching, we help individuals become adaptive leaders.  

Developing high-performance teams is based on creating a shared purpose, aligned with values and clear expectations.  

How do you assess an organisation's readiness for change? What factors do you consider?

The level of dysfunction or pain in the organisation often catalyses the need for change.  When engagement and retention drop or there is a sense that what we have done in the past is not working anymore. 

What strategies do you employ to gain buy-in from key stakeholders and ensure effective communications during a change initiative?

We run initial briefing sessions to determine mutually beneficial outcomes for the individual, the team and the organisation.  We build feedback loops along the change journey to ensure we remain on track with objectives.  We include decision-makers and key stakeholders at key points of the change journey.  

How do you ensure effective communication throughout the change process? What channels and methods do you use?

Change programs are cascaded down through the layers of teams.  Internal newsletters, debriefing sessions, social events, and internal conferences further help spread communications through the organisation.  

How do you measure the success of leadership development programs and change management initiatives? What metrics or indicators do you track?

Engagement and retention are good indicators, along with absenteeism, performance on key deliverables, and brand reputation are key measurements of success.  

How do you ensure sustainable change within an organisation? What steps do you take to ensure changes are embedded and maintained over time?

Clearly articulating a defined sense of purpose, aligning individual, team and organisational culture to prompt intrinsic motivation and a sense of belonging to the organisation, its purpose and its defined values.  Linking this to recruitment processes and developing a shared purpose, aligned with values and clarity of expectations is a critical success factor in organisations.  It motivates team performance and achieves outcomes.