A large division of intelligence and investigation officers shaped up to new organisational expectations which included:-
. Early preparedness for strategic and people management
. Adding interpersonal influencing, coaching and performance management to their high technical expertise

Intelligence and investigation officers and managers worked alongside us from the start of this programme to influence behavioural change and a change of attitude towards the human leadership skills that were required of them. Workshops were very short so as not to eat into operational time. The combination of participants was carefully thought through in order to allow each workshop also to be an effective, real-life, problem solving group, with people applying to human and management issues their high analytical skills and leaving with actions they would take in their workplace.

Keeping to our philosophy of 'transfer' to internal people, this combination of a team of colleague and external facilitators was also applied to helping technical and analytical specialists plan for promotion from technical work into management.

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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