When a tunnel collapsed right under Heathrow Airport during the construction of the Heathrow Express railway, the Health and Safety Executive stopped tunnelling for a year. We were invited to work with the new Construction Director on a programme of culture change which would later be used as a model of people involvement for the government's 'Movement for Innovation in the Construction Industry' (M4I). Sue Lownds was guest speaker at one of the M4I opening seminars.

The construction project involved over 2,000 staff and some 120 supplier organisations. The aim of the culture change programme was 'One Team that will make up time and cost and open the railway on time.' Our culture change programme involved the development of facilitators from the front line of different supplier organisations who initially worked alongside us and then went on to influence attitudes and behaviours amongst their colleagues (and indeed future colleagues, as new suppliers entered the construction project). 'Single team' behaviour commissioned frontliners to get together to resolve their own problems and the close involvement of some superb top managers ensured the many ideas and suggestions for improvement did not go to waste. The connection of the frontline with the directorship of this project and their readiness to identify with the goal of the 'single team' became so strong that it was possible to walk around the site and hear frontline workers talking about the cost and strategic business importance of opening on time - "Not opening on time means £1m in lost revenue every day". "An extra shift today will save x weeks". The project was opened on time by the Prime Minister.

Coaching and colleague to colleague facilitation of front line operational issues were the key behaviours of this project which went on to win the national People Management Award. Sue Lownds' first book 'Fast Track to Change' was commissioned as a result by the Chartered Institute of Personnel and Development (CIPD).

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UNLEASHING TALENT through front line colleague - to - colleague coaching in a major government department
BREAKING THE MOULD in traditional hierarchies - co-development between top leaders & their most junior staff
A TROUBLESHOOTING first for the UK'S premier airport
FAST TRACK TO CHANGE - a model for the government's 'movement for innovation in the construction industry'. Winner of national People Management Award.
ROOM TO BREATHE - taking charge of our own future
INTERPERSONAL LEADERSHIP in a law enforcement team
A FLYING START - establishing behavioural standards in new teams