Andrew Day

BSc (Hons), MSc, D.Psych, D.C.Psych, C.Psychol

Andrew Day is an Ashridge Associate.  He is an experienced Organisation Development Consultant and Executive Coach who specialises in helping organisations engage with complex transitions and cultural change.  He helps his clients to design and execute participative change processes that engage and mobilise people from the Board to the Shopfloor.

Andrew has over 20 years’ experience of consulting in large complex organisations helping them to improve productivity, change working practices and shift cultures. He has worked on change projects in the Telecommunications, Manufacturing, Healthcare and Energy sectors.  Prior to joining Ashridge, he worked for eight years as the Manager for Organisation Development for Ford of Europe.

Andrew is an accredited Executive Coach and member of faculty of the Ashridge Masters in Executive Coaching and the Ashridge Masters in Organisation Consulting.  He is a Chartered Psychologist with the British Psychological Society holding a Masters degree and Doctorate in Organisational Psychology and a Doctorate in Counselling Psychology and Psychotherapy.  From 2002 – 2004 he completed the Tavistock Institute's programme in Advanced Organisational Consultancy. 

Andrew Day

Publications

Changing the social fabric of organisations

In order to compete and survive in the new era of dramatic changes in the world economy, organisations have to introduce new work practices, technologies and structures - but such changes are often difficult and painful. Dr. Andrew Day emphasises the importance of an understanding of the social fabric of an organisation, and the value of employee participation, to make organisational changes effective.

Day, A. (2011) Changing the social fabric of organisations, 360° The Ashridge Journal, Summer, pp. 20 - 26

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Coaching at relational depth

Day, A. (2010) Coaching at relational depth: A case study, Journal of Management Development, Autumn

Developing Leaders for a World of Uncertainty

Power, K. & Day, A. (2010) Developing Leaders for a World of Uncertainty, Rotman Magazine, Rotman School of Management, University of Toronto, Autumn

Developing leaders for a world of uncertainty

Day, A. & Power, K. (2010) Developing leaders for a world of uncertainty, Rotman Magazine, Harvard Business Review, 1 September

Two versions of the same conversation: critical moments of clients and coaches and coaches compared in real time

de Haan, E., Bertie, C., Day, A. & Sills, C. (2010) Twee versies van hetzelfde gesprek: spannende momenten van cliënten en coaches direct vergeleken [Two versions of the same conversation: critical moments of clients and coaches compared in real time], Handboek Effectief Opleiden, 53, (11.6-6), pp. 6.01 - 6.26, September

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Critical moments of clients and coaches: A direct-comparison study

de Haan, E., Bertie, C., Day, A. & Sills, C. (2010) Critical moments of clients and coaches: A direct-comparison study, International Coaching Psychology Review, Vol. 5, No. 2, pp. 109 - 128, September

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Critical moments of clients of coaching: towards a 'client model' of executive coaching

de Haan, E., Bertie, C., Day, A. & Sills, C. (2010) Critical moments of clients of coaching: towards a 'client model' of executive coaching, Academy of Management Learning and Education, Vol. 9, No. 4

'Ik besef me opeens' : spannende momenten van clienten van coaching ['I realise thus' : critical moments of clients of coaching]

de Haan, E., Bertie, C., Day, A. & Sills, C. (2010) 'Ik besef me opeens' : spannende momenten van clienten van coaching ['I realise thus' : critical moments of clients of coaching], Handboek Effectief Opleiden, 51, pp. 5.01 - 5.28

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Relational Coaching: Making meaning with the client

Day, A. (2010) Coaching at relational depth: a case study, Journal of Management Development, Vol. 29, Issue 10, pp. 864 - 876

Op zoek naar geruststelling: Hoe gaan ervaren coaches om met spannende momenten in hun praktijk?

de Haan, E., Day, A., Blass, E., Sills, C. & Bertie, C. (2009) Op zoek naar geruststelling: Hoe gaan ervaren coaches om met spannende momenten in hun praktijk? (Looking for reassurance: how do experienced coaches handle critical moments in their practice?) , Handboek Effectief Opleiden, 49 (11.6-4), pp. 4.01 - 4.20

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In the thick of it: second report

Power, K. & Day, A. (2009) In the thick of it: How are leaders and their organisations experiencing the economic crisis?, Ashridge report, February

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Critical Moments of Clients and Coaches: A Direct-Comparison Study

de Haan, E., Bertie, C., Day, A. & Sills, C. (2009) Critical Moments of Clients and Coaches: A Direct-Comparison Study, Academy of Management Learning and Education

In the thick of it: How are leaders and their organisations experiencing the economic crisis?

Since early December 2008, Kevin Power and Andrew Day have been researching into how leaders and their organisations have been affected by the economic crisis and how they are responding. They are at a mid-point in the research and this article presents a brief 'snapshot' of some of the early insights that are starting to emerge.

Power, K. & Day, A. (2009) In the thick of it: How are leaders and their organisations experiencing the economic crisis?, Converse, Issue 6, pp. 26 - 27, April

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Effective executive transitions: managing the entry process into a new leadership role

Ashridge Consulting's Andrew Day draws on consulting work, psychological theory and research with leaders undergoing transitions, to highlight some of the psychological processes that surface during executive transitions, in order to help executives better understand and manage their transition into a new leadership role.

Day, A. (2009) Effective executive transitions: managing the entry process into a new leadership role, 360° The Ashridge Journal, Spring, pp. 22 - 26

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Developing leaders for a world of uncertainty, complexity and ambiguity

From December 2008 to May 2009, Andrew Day and Kevin Power interviewed 50 executives and senior managers about how they were experiencing the impact of the economic crisis on their organisations. They summarise their key findings and outline the implications for leadership learning and development.

Day, A. & Power, K. (2009) Developing leaders for a world of uncertainty, complexity and ambiguity, 360° The Ashridge Journal, Winter, pp. 20 - 25

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Ik realiseer me opeens: spannende momenten van clienten van coaching (I realise all of a sudden: critical moments of clients of coaching)

de Haan, E., Bertie, C., Day, A. & Sills, C. (2009) Ik realiseer me opeens: spannende momenten van clienten van coaching (I realise all of a sudden: critical moments of clients of coaching), Handboek Effectief Opleiden, Submitted

In the Thick of It - lessons from the economic crisis

Day, A. & Power, K. (2009) In the Thick of It - lessons from the economic crisis, IRS Change Management Conference, 8 October

Critical Moments in the Coaching Relationship: Does Supervision Help?

Day, A., de Haan, E., Blass, E., Sills, C. & Bertie, C. (2008) Critical Moments in the Coaching Relationship: Does Supervision Help?, International Coaching Psychology Review, Vol. 3, Issue 3, pp. 207 - 218

Coaches' Experience of Critical Moments in the Coaching Relationship

This paper presents the findings of a qualitative research study into critical moments in the coaching relationship. Interviews were completed with a total of 28 experienced coaches. The research highlighted that critical moments are unforeseen and characterised by intense emotions and anxiety within the coaching relationship. These moments were most often turning points in the work. Coaching reported that they resulted in either insight for their clients or a distancing, or even breakdown, in the coaching relationship. Their accounts indicate that the outcome of these moments is influenced by the coach's containment of both their and their client's emotions.

Day, A., de Haan, E., Sills, C., Bertie, C. & Blass, E. (2008) Coaches' Experience of Critical Moments in the Coaching, International Coaching Psychology Review, Vol. 3, No. 3, pp. 207 - 218, November

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Coaching in real time: the experiences of coach and client as they work together

Bertie, C. , Day, A., de Haan, E. & Sills, C. (2008) Coaching in real time: the experiences of coach and client as they work together, Research report in Proceedings of European Mentoring & Coaching Council (EMCC) Annual Conference, 4 - 6 December, Prague

Clients critical moments of coaching: towards a 'client model' of executive coaching

de Haan, E., Bertie, C., Day, A. & Sills, C. (2008) Clients critical moments of coaching: towards a 'client model' of executive coaching, Academy of Management Learning and Education, Vol. 5, Issue 2, pp. 109 - 128

Second Thoughts - Coaching Research

Bertie, C., Day, A., de Haan, E. & Sills, C. (2007) Second Thoughts - Coaching Research, Coaching at Work, November, Vol. 2, Issue 6, pp. 28 - 31

Living in uncertain times: Organisation dynamics in response to uncertainty

What happens in organisations when their environment moves from relative stability and predictability to one of turbulence, uncertainty and continuous change? Andrew Day describes how people reacted to greater uncertainty, and outlines how leaders can support people to adapt to such environments.

Day, A. (2007) Living in uncertain times: Organisation dynamics in response to uncertainty, 360° The Ashridge Journal, Autumn, pp. 29 - 34

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Critical Moments in Coaching Practice: An Exploratory Study

For the past three years at the Ashridge Centre for Coaching, we have been conducting research into 'critical moments' of executive coaches. In this research report we give a first overview of our work: an analysis into the nature of critical moments of both starting and very experienced coaches, and an inquiry into how coaches approach their difficult moments and how they use supervision and other continuing professional development activities to strengthen their capacity to handle, use and learn from critical moments.

de Haan, E., Sills, C., Day, A. & Bertie, C. (2007) Critical Moments in Coaching Practice: An Exploratory Study, Conference of the European Mentoring and Coaching Council, Cologne, October

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Critical moments in the coaching process: the clients' perspective

Day, A., de Haan, E., Sills. C., Bertie, C. & Blass, E. (2007) Critical moments in the coaching process: the clients' perspective, Proceedings of European Mentoring & Coaching Council (EMCC) Annual Conference, 11 - 13 October, Stockholm

Organisational collaboration: what goes on beneath the surface?

In spite of a growing number of collaborative relationships between organisations, many result in failure. Andrew Day identifies six inter-organisational dynamics and offers a framework that might help leaders realise the full potential and benefits of collaborative relationships.

Day, A. (2006) Organisational collaboration: what goes on beneath the surface?, 360° The Ashridge Journal, Spring, pp. 12 - 17

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Tackling dilemmas and difficulties in the coaching process: does supervision help?

Day, A., de Haan, E., Sills, C., Bertie, C. & Blass, E. (2006) Tackling dilemmas and difficulties in the coaching process: does supervision help?, Research report in: Proceedings of European Mentoring & Coaching Council (EMCC) Annual Conference, Cologne, 1 - 3 November