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Halifax Bank of Scotland

I have worked extensively within Halifax Bank of Scotland. Firstly with the design & delivery of an organisational development programme aimed at 'unlocking potential'. This involved more than 1,000 staff in Retail IT. The programme spanned 18 months representing a major investment for the organisation. It was based around 4-days of training and 'back at the ranch' activities, involving personal development leading to team effectiveness.

Building on the success of the first HBoS programme, a second programme has been designed and delivered, this time for 4,500 staff in HBoS Group Services. Again, this 18 month intervention aims to unlock personal potential and deliver change around customer focus and effectiveness.

Egyptian Government

This project, undertaken in conjunction with Microsoft (Egypt), involved the design and delivery of a Government Leadership Academy for senior civil servants in the Egyptian Government. The academy, now in its fourth year, aims to transform leadership across the national government. Each academy runs for a total of 14 training days over 6 months. The leadership programme focuses on: personal development, enabling others, leading change, creativity and innovation, relationships, and organisational problem solving. Cross functional teams work together for the duration of the academy to solve real government organisational issue.

Microsoft

Organisational development and change for Microsoft. The objective was to deliver on the corporate goal to improve 'customer experience'. A bespoke change programme involved 1,500 staff in the UK, and over 6,000 staff across EMEA and involved senior management in cascading this top-down initiative.

Team leaders received training and support in applying a specially designed customer problem-solving methodology. Taking a team-approach this methodology was applied directly to specific customer issues to develop and implement creative solutions to real customer needs.

Further aims were to facilitate insight into 'customer centricity', challenge current mental models and behaviours, and internalise a retail style culture around customer focus. Other outcomes included:

- cross team working facilitated learning and sharing of knowledge across the organisation
- new tools and skills for team leadership and organisational problem solving
- new tools to identify key drivers of customer service and satisfaction
- insights into emotional aspects of customer relationships and sales and service

Tesco

Design, delivery and evaluation of a 4-day development programme for store managers. The programme focused on self-development and emotional aspects of management behaviour. Measured outcomes saw a significant increase in management performance, morale and a reduction in reported stress and illness.

In addition, team events for specific head office departments take the form of 1-day workshops and the use of specific methodologies such as 'appreciative inquiry' to facilitate greater team effectiveness.

Other projects

Metropolitan Police

Commisioners Leadership Programme A workshop for senior police officers building transformational leadership skills around a model of emotional intelligence.

AT Kearney

A series of 1-day development workshops on Emotional Intelligence. Consultants and administration staff from this leading management consultancy took part in an interactive workshop aimed at widening their understanding of emotional intelligence and its impact on behaviour. Through structured exercises the workshop focused on developing greater self-awareness and using emotional intelligence to facilitate team-work and manage key relationships with both colleagues and clients.

Royal & SunAlliance

Management and leadership development for 'fast-track' managers. I developed and delivered a 2 day programme mixing outdoor adventure activities with team-building and managing the emotional aspects of work relationships.

BACS

A programme for BACS, the UK's direct debit and payment schemes organisation - designed and delivered a development and change programme. This included training and developing staff over a 12-month period as 'change agents' responsible for championing culture change through a major corporate reorganisation. This also included a company wide 'appreciative inquiry' exercise designed to establish new corporate values.

Flowmaster International

An on-going programme of Coaching and Team Building that aims to develop coaching and facilitation for a dispersed senior management team of a global software development company.

Royal & SunAlliance, GlaxoSmithKline and Centrica

Senior executive workshops on 'emotions and stress management in the workplace'. Specifically, the role of people and personality in selection and assessment, management development, performance management, and organisational culture.