GLORIOUS DAY's revolutionary Inadvertent Saboteur® methodology combines neuroscience, strategy and humour to deal with resistance to change and new ways of working. Inadvertent sabotage helps you unlock the power of mindset, culture and attitude on business performance. It is also the fundamental reason that cuts through all others when it comes to explaining unfulfilled promise and unnecessary drama in the workplace.We all have specific strengths that we were hired for. But when we find ourselves under pressure, these strengths can backfire and cause us to block progress inadvertently. And the more strengths we have, the more effectively we can sabotage proceedings.If your business results are falling short of your expectations and intentions on a regular basis, it’s a distinct possibility that your own and your colleagues’ Inadvertent Saboteurs® have got something to do with it.The Inadvertent Saboteur® methodology has been developed by Laurence Coen, former marketing director of Guinness GB, in partnership with neuroscientist, Parisa Zarnegar PhD, and strategy guru, Professor McDonald of Cranfield University, specifically to help make missed opportunities a thing of the past.To find out more visit: www.itsagloriousday.co.uk

I became aware of the phenomenon that I would later label the Inadvertent Saboteur® during my first fourteen years of blue chip marketing experience, working within companies such as Unilever, Mars and Guinness. Whilst in the position of Marketing Director at Guinness GB, and trying to break through to the millions of consumers who loved the brand but thought they didn’t like the taste of the product, I instigated a marketing campaign around the importance of product and serving quality. For this external campaign to be effective, we were required to change certain internal ways of working, and I was both fascinated and frustrated by how difficult it was to get my own colleagues, who also understood the importance of product and serving quality, to alter their behaviours accordingly. I look back now and clearly see the Inadvertent Saboteur® at work, whereas, at the time, I blamed myself and others for poor leadership and lack of followership.For the last twelve years, I have devoted my working life to overcoming this very challenge, and, in the process, I discovered that I wasn’t alone. So many businesses and business leaders want to introduce new and better ways of working, but do not allow for the various, and often subtle, forms of cultural, individual and habitual resistance that they find in their way – resistance that they are often complicit in creating in the first place.My breakthrough came when I realised that most of us lack the self-awareness to notice when we inadvertently use our gifts and talents for destructive – as opposed to constructive – purposes in the workplace. This insight took the cartoon form of the ammo belt that the Inadvertent Saboteur® doesn’t even know he’s wearing to work every day.