In a major government department, we developed a team of frontline coaches, many from the most junior ranks, who went on to take our coaching methodology to 6,000 of their colleagues (including their own senior managers). The approach shifted the culture away from the time consuming command-and-control culture ("a very difficult place to work for our people" - Divisional Director) to one where frontliners were trusted to use their good sense and practical, daily experience with their customers to produce ideas and solutions to customer problems. Senior managers have stated that their own operational front line coaching team was fundamental to the unleashing of dormant talent and highlighted that 96% of managers reported being more motivated after joining the operational coaching programme. In a feature article, the magazine 'People Management', interviewed the Head of the Home Civil Service, Sir Gus O'Donnell, who commended this transfer of coaching expertise to his in house civil servants - "I'm particularly pleased when I see us doing these things for ourselves. The civil service I'd like to be head of is one that has managers with coaching skills who are good at giving feedback and bringing on all of their staff and who regard this as a high priority."

This approach to developing in house teams of operational coaches was presented as a case study of good practice at two national conferences of the Chartered Institute of Personnel and Development, in an HM Treasury Operational Efficiency Report and in a parliamentary select committee report on 'Good Government.'

.............................................................................................................................................................................

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