About Todd M. Warner | Todd is the founder of Like Minds Advisory, a consultancy of veteran executives and practitioners who work with organizations to think differently about execution and the human side of performance. With almost 20 years of experience in Corporate Learning and Executive Education, he was formerly the Chief Learning Officer at BHP Billiton, and an Executive Director at Duke CE, based in London. He has won numerous awards for his work, and he has worked with CEOs and Executives around the world to reshape their approaches to impacting people and culture. His work has been featured in numerous publications, and he has received global awards for reshaping learning through innovation—including, leader led approaches, the use of routines, and mechanisms to embed learning at work. He lives in Melbourne, Australia, but keeps a foot planted in the American West.


Manifestos by this author
Solving The Wrong Problems: Why Behaviors Don’t Change In Organizations
Sept. 16, 2015 - By: Todd M. Warner
“Organizational success seems to breed inertia and a status quo that is self-destructive. The stability that organizations establish in the name of efficiency and operating protocol domesticates employees, and sets in place a web of factors that conspire against behavioral change.”
“Bankers Are 'Only' Motivated By Money” (And Other Ways Organizations Domesticate Us)
Oct. 5, 2016 - By: Todd M. Warner
“At the core of domestication is how organizations teach people. Organizations 'train' people not through their learning programs, but through the ways they work and the assumptions that abound in their social system.”
Why Routines Matter
Aug. 8, 2018 - By: Todd M. Warner
“Most people who work in large organizations do not have the ability to design their own habits, or routines; their work lives emerge from the environment that they work in, and the forces—operational, hierarchical, and functional—that exert themselves on their daily lives. Successful people in these environments, we’ve found, have routines that are distinct to their social systems, and these routines differentiate their performance.”
Rethinking Execution: The ‘Salsa Scale’ of Embedment
June 12, 2019 - By: Todd M. Warner
“Execution is a challenge in every organization, and “embedment” means different things for different technical outputs. Not every initiative and priority needs to be localized in teams across an organization. Unfortunately, organizational approaches to embedment are so shallow and flawed that they are perpetually vexed by the challenges of getting local people to adopt any new ways of working.”
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