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Example:  By interpreting a wealth of psychometric data for a FTSE 100 company, I was able to present the HR Director and his Talent team with data-driven insights into how their various talent populations compared internally and when benchmarked against other organisations. The narrative I presented mirrored the business reality the Talent team were experiencing. By describing the underlying causes, I was able to shine a light on where their development budget might deliver the greatest return.   

Example:  A £1.8bn business wanted its leaders to adopt behaviours critical to improving their employee engagement index.  As one part of the response to this need, I pitched to design the organisation’s leadership development journey from First Line Manager to Strategic Leader.  Having won and designed the work, the real-world benefit and impact of these programmes was measured through the action taken by leaders after each programme.  The impact analysis provided clear evidence that positive action was being taken against all of the required behaviours.  

Example:  I was engaged by a sales organisation to turn around its dysfunctional sales and marketing team. The solution I designed helped the team to work through the behaviours and attitudes that were the root of the performance issue. My intervention led the team to achieve their best sales performance on record – and then to better that again.

Example:  When a Public Sector organisation decided to centralise one of its support functions, the fear was that the change would not stick in regional sites where authority figures could pressure team members into doing things the ‘old way’.  In response, I designed and deployed a solution to support workers in the field. The key to the design was to develop the underlying, enabling attitudes and confidence needed for new processes and behaviours to stick (as distinct from merely designing to surface behaviours and processes – which would have been a fragile solution by comparison).

Example:   Working with the HR Director and Group Leadership Team, I led on the design of a two day Leadership Conference to engage the top 90 leaders across the Group. Its purpose was to promote more collaborative working and to agree what leaders needed to role model across the Group in order to be responsive and high-performing in the future.  The output of the two days was a Leadership Charter – owned by the business – to be deployed across the Group.