Sophie is an experienced policy analyst and consultant specialising in the public and not-for-profit sectors. Her work encompasses policy and strategy development, capacity building and change management, and reviews and evaluations. Sophie has a particular interest in equality and diversity and public sector accountability. She has conducted research on global governance and accountability issues for the London School of Economics.

Sophie has a background in academic publishing. In her last role as senior editor of Polity Press, she was responsible for strengthening Polity's presence in social policy, politics and international relations. In addition to her commissioning responsibilities, she played a major role in building the business and developing the firm's North American strategy.

Specific experience

• Office of the Deputy Prime Minister (ODPM): Evaluating the impact of Local Public Service Agreements and Local Area Agreements as part of the overall evaluation of the local government modernisation agenda
• East Midlands Regional Assembly (EMRA): Advising EMRA on its structures and operating procedures
• ODPM: Authoring a major research report on equality and diversity in local government
• Scottish Higher Education Funding Council: Managing a review of the race equality policies and plans of Scottish higher education institutions and further education colleges to ensure compliance with the Race Relations Amendment Act (RRAA)
• Higher Education Funding Council for England: Reviewing race equality policies and plans of English higher education institutions and assessing progress in implementing requirements under the RRRA
• Home Office: Developing a capacity building and infrastructure framework to strengthen the voluntary and community sector in England over the next ten years, involving a major national consultation and ministerial-level engagement
• Home Office: Managing a review of a major national voluntary sector organisation in receipt of strategic funding from the Active Community Unit (ACU).

Qualifications

BA (Hons) Social and Political Sciences, Cambridge University
Postgraduate Diploma in Advanced International Studies with Italian, The Johns Hopkins University Center, Bologna

Bob specialises in personal, team and organisational development, particularly within health and social care. He has a strong understanding of the context in which development takes place, especially health policy and practice and inter-agency settings.

Bob's recent activities have included: facilitating senior team events in PCTs; working with directors across a whole strategic health authority; running an assessment centre for director-level posts; coaching in Transport for London; team development in a foundation trust; and development centres for senior managers in health and the wider public sector. He is studying for a Doctorate in Business Administration at Keele University Centre for Health Planning and Management, examining the robust evaluation of outcomes from partnerships and alternative models for delivery. .  

General development experience

• Working with senior and middle managers in groups and one-to-one examining their leadership abilities and personal styles
• Designing and delivering in-house leadership and management development programmes with government departments, in health and local government.
• Helping managers focus on their leadership and management dilemmas
• Designing and running assessment centres and development centres
• Supporting and coaching individual managers work through specific performance challenges.

My approach as an executive coach

I develop a relationship with all my clients that allows them to feel that:

• this provides a valued space that gives them time to reflect and to plan to do things differently;
• they have my undivided attention, understanding and enthusiastic support;
• they will be constructively challenged;
• they will be helped to view things from differing standpoints and perspectives and to integrate wider public sector perspectives into their work
• they will be challenged to take responsibility for action and to reflect on decisions taken.

Qualifications

Bob has a Diploma in Management Studies and an MBA from the Open University. He is a licensed user of the Margerison-McCann Team Management Index and the Strength Deployment Inventory. He is nearing completion of a post-graduate diploma in mentoring and executive coaching from the Institute of Leadership and Management.

Helen has substantial experience of personal, management and organisational development across the public and voluntary sectors. Since 1991 her work has focused on developing leadership effectiveness with senior managers, building organisational capacity for change and strategy formation. She is an experienced executive coach and directs OPM's suite of national leadership programmes.

Helen's early career was spent working in community education and development and higher education, including at Warwick University Business School where she taught undergraduate and MBA programmes and researched leadership in 'flat' organisational structures. She was closely involved with the early days of the Management Charter initiative and other national initiatives in education and training.

Helen is a trustee of the Health Advisory Service and a Fellow of the Royal Society of Arts.

Specific experience

The integration of strategy formation and personal leadership for chief executives is an important part of Helen's work. Current clients span all parts of the public and not-for-profit sector, including health, local government, higher education, police and the prison service. She has a particular interest in gender, race equality and diversity.

My approach to coaching

My approach draws on:

• a well-informed understanding of the pressures and dilemmas that face senior public service managers
• an ability to help managers 'stand back' from the day to day, develop new insights and perspectives and gain the confidence to work in different ways
• a thorough knowledge of frameworks, theories and approaches which can support individual and organisational learning.

I prefer to be flexible in relation to individuals' needs and wants; I use psychometric and other assessment tools where these are helpful.

People I work with describe me as focused, rigorous and fun to work with. I enjoy helping people make connections between where they have been and where they are going, and to take appropriate risks to achieve their goals and work towards social outcomes.'

Qualifications

Helen holds a BA from the University of Manchester and a PhD in Leadership from the University of Warwick. She is a licensed user of a range of psychometric tools and personality inventories.

Lesley has substantial experience of personal, management and organisational development work across the public sector, particularly local government and education. Since joining OPM in 1998, her work has focused on developing leadership effectiveness both within organisations and in partnership arrangements. Lesley is an experienced coach, tutor and action-learning set facilitator.  

General development experience

• designing and delivering bespoke leadership and management development for public service organisations
• directing national leadership and management development programmes commissioned by clients such as the NHS, the Youth Justice Board and ODPM (now the Department for Communities and Local Government), HMPS
• facilitating multi-agency and corporate action learning sets
• designing and delivering open development programmes for women managers and for senior black and ethnic minority officers in local government
• team, partnership and board development events
• individual coaching.

Recent coaching experience includes:

• Tutor, assessor and supervisor on ILM Diploma/Certificate in Executive Coaching and Leadership Mentoring
• Supervision of executive coaches
• Coaching for all members of a local government strategic management board
• Chief probation officers
• Prison governors and senior managers within the prison service
• Senior managers within several universities
• Senior managers from local government

My approach as an executive coach

• to agree appropriate outcomes for the coaching intervention
• to work with individual strengths and needs
• to encourage realistic goal setting
• to provide a safe environment and to encourage appropriate risk
• to facilitate dialogue and reflection
• to apply frameworks and models (such as psychometric instruments) to the realities of individual’s experiences
• to attend carefully to clients
• to enable senior managers to feel valued
• to challenge established patterns and ways of thinking
• to encourage an evidence base for interpreting and changing behaviour
• to act as a critical friend when requested.

Qualifications

BSc (Biochemistry) Sussex University 1976
PGCE (Science education) University of London 1977 MSc (Health education) King’s College London 1983 ILM diploma in Executive Coaching and Leadership Mentoring
Member of the Institute of Health Education
Member of British Psychological Society
Licensed user of a range of psychometric tests and personality inventories
Foundation module in coaching supervision (Bath Consultancy Group)

Stefan combines a whole-system perspective with leading-edge thinking and practical 'know how' about improving organisational and leadership performance in a challenging public sector environment. His recent portfolio of consulting work has included a wide range of high profile culture change, strategic planning, leadership development and performance improvement projects.

Having been an NHS Chief Executive as well as holding a number of senior posts in health and social care, Stefan has wide and substantial experience of the operational management, planning and strategic leadership of acute, tertiary, mental health and community health services.

In his work he brings a passion about re-discovering the power of conversation to build motivation and co-create better services with those who use them. Stefan has coached senior managers as well as used a coaching approach to lead senior managers through service improvement, organisational development and career change. His personal experience of leadership at the most senior levels in public services combined with a strong set of inter-personal skills and emotional intelligence have ensured positive feedback from coachees.

Recent coaching relationships have focused on:

• personal performance improvement strategies
• managing inter-personal conflicts
• understanding organisational change and responding effectively
• becoming a new style leader in a health and social care system
• supporting role and job transitions
• working effectively in a team context
• building a new business.

My approach as an executive coach

An effective coaching relationship is created through the active participation of coach and coachee. For my part, I bring to each relationship:

• a commitment to focus on the needs of the coachee, to listen carefully and be fully present during each conversation
• a safe space in which powerful questions can be fully explored
• a deep understanding of the challenges facing leaders in today’s public services
• processes and frameworks which support effective coaching conversations and growing leadership skills and behaviour
• an appreciative approach to learn from what currently works well, combined with honest reflection about how I experience the coachee and what I hear
• a sense of optimism at the possibilities of personal growth for each of us.

Qualifications and Supervision

Stefan has a post-graduate diploma in mentoring and executive coaching from the Institute of Leadership and Management. He is licensed to provide Myers Briggs Type Indicator and NHS leadership qualities framework feedback. He supports his own coaching practice through active and regular participation in a formal coaching supervision triad.

Stefan also has an MSc in People and Organisational Development from Roffey Park Management College and the University of Salford and an MBA from the Open University.

Richard is committed to helping officers, members and trustees of public service organisations develop their capacity to lead and manage services, organisations and relationships. He is a qualified user of psychometric instruments and has many years experience as a coach, mentor and action learning set facilitator within the public and voluntary sectors.

General development experience

• Design and delivery of management and leadership programmes in the public and voluntary sector
• Working with universities and local authorities in the design, validation and delivery of accredited postgraduate management awards
• Facilitating management team meetings, away days and events
• Individual coaching and psychometric assessment.

Recent coaching experience includes:

• Coaching senior local authority managers participating in Leadership Centres of Excellence within Essex
• Coaching independent and voluntary care sector managers participating in a leadership programme
• Mentoring a chief executive of a voluntary organisation
• Coaching a director of finance for a national charity
• Coaching a district council director of finance.

My approach as an executive coach involves:

• providing a safe environment in which learning can be explored
• encouraging and supporting risk taking
• offering sufficient structure to focus development, encourage learning and ensure maximum return
• facilitating reflection and prompting learning
• encouraging the use of frameworks and models to explore experience
• attending to every client as an individual
• helping clients to recognise their successes and acknowledge areas of potential development
• challenging established patterns and ways of thinking and acting as critical friend when requested.

Qualifications

CIPFA
Master of Business Administration (MBA)
CIPD Advanced Certificate in Coaching and Mentoring
British Psychological Society – Certificate B Intermediate Plus
Licensed to use KAI, FIRO B, TLQ, OPQ, Motivation Questionnaire, Integration, Leadership Competencies Profile, Myers Briggs Type Indicator (Step 2) and Perspectives on Management Competencies

Sue has more than ten years' experience of top-level organisational change consultancy across central government, local government, the voluntary sector, health, housing and social care. She has led a series of major research and development studies into the changing context of public policy, and has led and taught on OPM's leadership programmes for top managers. She is responsible for managing and leading a number of whole organisational change consultancy projects, and she regularly coaches chief executives and board level managers on a one-to-one basis.

Specific experience

Sue’s recent work has centred on issues of leadership and strategy formation in a rapidly changing environment. She has worked with a number of clients to examine the impact of social and economic trends on strategy, and to assist in the design of organisational structures, systems and change processes. She has worked particularly on issues of cross boundary working and inter-organisational strategy.

She recently chaired the Social Exclusion Unit policy action team and she has led work on good practice in partnership working.

My approach as an executive coach

My approach draws on:

• a comprehensive knowledge of the wider environmental changes affecting public sector managers and senior managers across sectors
• a deep understanding of the 'strategic dilemmas' that executives have to 'manage into' – and the balancing act that makes up successful leadership
• an understanding of the issues of organisational culture and 'patterns' that can impede change.
• an awareness of the issues of 'managing oneself' – helping managers to think about how they influence and lead others, and how they deploy themselves to achieve organisational success while giving themselves time and space to think and work effectively

My style is based around careful listening, and the recognition that coaching requires attention to the needs and style of the particular manager, and an ability to both support and challenge. I am energetic and conscientious in helping managers to achieve the goals they have set themselves. My knowledge of the wider agenda of political and social change can offer helpful insights in the development of strategy.

Qualifications

Sue has a PhD in local government studies from the University of Sussex, where she also obtained her MA and BA degrees

Anita works with senior and middle managers to help them review where they are and what they want next. She is particularly interested in coaching to increase emotional intelligence as well as technical skills so leaders feel more able to tackle their ever increasing responsibilities. Anita has over 20 years of senior management experience working across voluntary, local government and NHS sectors.

A qualified coach and an experienced team facilitator, Anita is particularly interested in:

• exploring different organisation and management models to help tackle problems at work
• improving working relationships and creating networks to get better results
• sustaining leaders through difficult and complex change.

Recent coaching experience includes:

• Assisting managers through complex change management programmes
• Coaching teams for better performance
• Coaching managers facing new and ever increasing responsibilities
• Coaching clinicians new to leadership
• Coaching on the NHS Breaking Through Programme aimed at offering members of minority groups the opportunity of career development.

My approach as an executive coach is about:

• building a supportive, trusting relationship so clients can talk candidly
• getting alongside the client to really listen and understand their issues
• enabling clients to reflect on their practice and explore what they want to be different
• suspending judgement and encouraging clients to 'think outside the box'
• identifying clients’ learning styles to see what preferences they use and match this style in our coaching conversations
• looking at risks and ways to manage them
• there is no such thing as failure – it is what you do with this learning experience

Qualifications

Master of Science Degree in Health Management
CIPD Advanced Certificate in Coaching and Mentoring
Chartered Institute of Marketing Diploma and Associate Fellow
Diploma in Management Studies

Paul Lloyd is a specialist in organisational communication and organisation development. He works with clients helping them to improve performance and deliver customer-focused services by engaging staff, service users, partners and other stakeholders. He has experience in designing and implementing initiatives to develop personal skills and competencies, as well as strengthen organisational capacity to achieve these ends. He has worked on a wide variety of assignments in all parts of public services, focused on involving managers and staff in decision making, promoting partnership working and engaging communities to help them contribute to service improvement.

Before joining OPM in 1992, Paul was a director of a management consultancy specialising in organisational communication. Prior to that he worked in local government as a communication manager and held posts at a number of university business schools and management centres where he undertook research into communication and employee relations issues.

Specific experience

• Working with senior and middle managers in groups and one-to-one examining their leadership abilities and personal styles
• Designing and running in-house leadership and management development programmes in health, higher education, local government and the courts service
• Helping managers focus on their communication practice and management style
• Designing and running assessment centres and development centres
• Supporting and coaching individual managers work through specific performance challenges

My approach to coaching

I am keen to develop a relationship with all my coaching clients that allows them to feel that:

• this provides a safe and valued breathing space that gives them time to reflect and to look at things differently;
• they will get my undivided, patient attention, sympathetic understanding and enthusiastic support;
• from time to time they will have their comfort zones stretched and will be constructively challenged;
• they will be encouraged to view things from differing standpoints and perspectives and find new possibilities and solutions;
• they are encouraged to take responsibility and strive to improve things;
• they can gain a clearer perspective on challenges faced and ways of prioritising and addressing these;
• being coached is a worthwhile experience that allows them to develop and grow.

Qualifications

Paul has a BSc in Economics from the University of Hull and an MA from Warwick University . He is a licensed user of the Myers Briggs Type indicator and has a post-graduate diploma in mentoring and executive coaching from the Institute of Leadership and Management

David has substantial experience of personal, leadership and management development in a range of public sector organisations. He is also manages organisational development projects, including work in the school and post-16 education sectors. Since joining OPM in 2000 David has designed and led a number of major leadership and management development programmes. He is a member of the team which delivers OPM's NHS Leaders programme for top managers from the health service and has managed long-running management development contracts with local authorities such as the London Boroughs of Croydon and Enfield. Currently, David is a core member of the team delivering the DfES Learning Academy "Managing and Improving Performance" programme.

Before joining OPM David worked in further education for many years as a teacher and as a manager. His most recent role involved senior management responsibility for the community-based provision of a large London college.

Specific experience

David is particularly interested in the place of learning in improving personal impact and performance, as well as how organisational cultures can be shaped to ensure that individual and team learning contributes to creativity and innovation in service provision. In addition to working on coaching programmes, David is involved in one-to-one coaching sessions as part of OPM's leadership development programmes (e.g. NHS Leaders). He is also involved in enhancing the coaching capabilities of managers within OPM's development programmes.

My approach to coaching

David's approach draws on:

• first-hand experience of the challenges facing public sector managers;
• experience from OPM project work of the opportunities and difficulties faced by senior and middle managers in the education, health and local government fields;
• a commitment to helping managers become 'reflective practitioners' so they can develop their confidence to perform more effectively, be innovative and take risks;
• a deep understanding of the learning process, including the methods and tools that can be used to stimulate and enhance personal development;
• an ability to respond flexibly to the diverse needs of individual coaches, providing an appropriate balance of support and challenge;
• a commitment to equality - both in ways of working with individuals and in helping managers to develop effective approaches for progressing diversity outcomes in their work.

Qualifications

David holds a B.Ed. from the Polytechnic of North London and an MBA from the Open University. He is a licensed user of a range of psychometric tools and personality inventories.

Ann specialises in education and issues relating to young people, and works with schools, universities, colleges and education managers. She supports the planning and implementation of new projects; develops strategy and resolves the operational implications of change; delivers learning and development programmes; and evaluates major initiatives.

Ann joined OPM from the Department for Education and Skills. She is an experienced policy maker who has held a wide range of employment posts, including developing performance targets for the former Employment Service and for Jobseeker's Allowance, and managing a local office. She also implemented important parts of the standards agenda for schools and worked in financial management, organisational development and a private office. Ann is Chair of the curriculum committee in a London primary school.

Qualifications

Currently studying for an MBA with Henley Management College
BA Byzantine Studies and Politics, Queen's University Belfast, 1989

Jonathan is an experienced coach who draws on his understanding of human behaviour and of senior management to help executives deepen their self awareness, develop their leadership skills and enhance their emotional intelligence. He is a regular speaker at coaching conferences on and has written widely, including six books on public policy and management issues. He is a contributor to the forthcoming Handbook of Coaching Psychology and is the author of Excellence in Coaching: The industry Guide. He leads OPM's coaching training, which includes the ILM diploma in Leadership Mentoring and Executive Coaching.

Specific experience

Jonathan has direct experience of working with senior managers to improve performance. He believes that people play a critical role in organisational success. He is particularly interested in enhancing personal performance through self development and goal setting, using cognitive coaching techniques to overcome thinking that is inhibiting performance and to create work-life balance. Jonathan is accustomed to working across the public and private sectors with directors and chief executives, and has experience of coaching leaders in the prison service, central government, local government, the NHS and not-for-profit organisations.

Jonathan is also qualified in a range of psychometric instruments including MBTI, OPQ32 and EQi emotional intelligence questionnaire, and is able to offer these as part of the coaching process, to individuals or to the executive team.

My approach as an executive coach

My approach draws on:

• A good understanding of the social policy environment, organisational pressures and the challenges that face senior managers in the public sector
• An insider's perspective of the dynamics of boards, the chair/chief executive relationship and working across organisational boundaries at the policy/political level
• An ability to challenge in a constructive and supportive way, to enable chief executives to think through their strategies and their practical implementation
• A good knowledge of the theories and frameworks that can support senior-level development and enable chief executives to move forward with confidence
• An integrative coaching model using behavioural, cognitive and motivational interviewing models to facilitate skills development, develop self awareness and enhance motivation.

Qualifications

Jonathan is a chartered occupational psychologist, trained coach and a registered member of the Association for Coaching (the UK independent coaching accreditation body). He holds an MSc in occupational psychology and an MBA, and is currently undertaking doctoral research into coaching and leadership. He is a fellow of the Chartered Institute of Personnel and Development.

Judith joined OPM after eight years as an independent consultant and facilitator, working with the NHS and local and regional government on strategy, consultation, neighbourhood regeneration, leadership development and change management, including integrating children's services at all levels. She is an NRU-approved Neighbourhood Regeneration Advisor. Her areas of expertise include: strategy and planning, governance, integrated commissioning, developing inter-agency teams, change management, performance management, board development and community involvement. Judith started her career as a town planner, then worked in housing management and development. She also spent a year in North Carolina USA as Harkness Fellow, where she studied managed healthcare, mental health and social housing. Judith was a Non-Executive Director of Southampton and South West Hampshire Health Authority from 1992 to 1998, and Chair of Portsmouth and South East Hampshire Health Authority from 1998 to 2001. As Chair she led a new inter-agency approach to health improvement, while supporting the board through major changes in hospital configuration and management, the transition to primary care groups and merger with the Isle of Wight.

Specific experience

Judith is an experienced coach and mentor who has been working successfully with clients at all stages of their careers for over ten years. She is particularly skilled at working with Chairs and non-executives in the public and voluntary sector, and with Directors and senior managers from the NHS and local and national government. However, Judith has also mentored a number of young people or older job seekers, supporting them into work and through their early careers.

My approach to coaching

Judith's coaching style is eclectic and tailor-made to the presenting needs of the client and their appetite for self development, but is generally:

• Reliable and mature
• Safe and confidential
• Informed by in-depth experience
• Facilitative
• Challenging when necessary
• Shifts perceptions and patterns
• Builds self confidence and self awareness
• Job and task focused, highly practical, based in reality
• Uses a broad range of different approaches to meet individual needs
• Supportive and often fun.

Qualifications

MA Geography, University of Oxford, 1973
M Phil Town and Country Planning, University of London, 1975
MBA, University of Portsmouth, 1993
Member of Royal Town Planning Institute since 1984
Associate member of the Chartered Institute of Housing since 1992

Paul leads OPM's work with local, regional and national government. He manages large-scale organisational change projects, particularly focusing on performance management and culture change; designs and delivers management and leadership development programmes for a wide range of clients; carries out senior team development; supports government bodies implementing policy or project initiatives; and provides executive coaching for clients from across the public sector. Before joining OPM, Paul held posts in large private companies as head of human resources and as training and development manager. Earlier in his career, Paul was both a lecturer and a manager in further education and worked for BTEC, where he led the evaluation and redesign of the national curriculum in business and management.

Specific experience

• Designing and delivering in-house and open leadership and management development programmes. He is the director of OPM's Leadership in Local Governance programme, designed to enable top managers across local government and related agencies to respond to the complex challenges they face
• Designing and delivering elected member development for individual local authorities and through the IDeA Leadership Academy
• Facilitating senior team away days and team building activities
• Leading major organisational change projects
• Providing post inspection support to local authorities, specialising in performance management and strategic planning issues
• Evaluating the impact of government policy on local government
• Conducting individual coaching and counselling.

Areas of special interest

Helping individuals and groups identify and overcome blocks to effective working. Building connections between different aspects of organisational design and behaviour, e.g. structures, accountabilities, communication and culture. Working with senior managers to help them identify the personal as well as the organisational changes needed to improve performance.

Current and recent coaching clients include senior managers in a range of local authorities, government departments and agencies.

My approach to coaching

I am particularly interested in helping people to improve their self awareness and increase their ability to make choices about what they will do and how they will behave in different situations. This will probably involve reflecting on personal style as well as working with ideas. Specific features of my approach are:

• listening to what the client is saying and helping them to clarify what they want to from coaching
• asking questions to help them reflect on what they are experiencing
• helping people use external information and, if necessary, to gather more data through self assessment, personality inventories and feedback
• creating a safe place to 'dump' thoughts and feelings and providing opportunities to try out new mental models and behaviours
• helping the client to understand the choices he or she has
• encouraging people to try something
• signposting other resources people can use

Qualifications

MSc in Organisation Behaviour
BSc (Econ)
Member of the Institute of Personnel and Development
Postgraduate Certificate in Education
Licensed user of a range of psychometric tests and personality inventories

Munira has substantial experience of change management and organisational development in local government. She has experience in corporate policy development and implementation, performance management, equality and diversity policies and practice, partnership working and in developing governance arrangements. She has senior operational management experience in corporate services, social care services and has worked in partnership with the voluntary sector to develop new services.

Specific experience

• Developing and delivering leadership and management development programmes in the public sector, working with both officers and elected members
• Designing and delivering programmes for away-days, team-building events, facilitated workshops and focus groups
• Designing and delivering programmes to build coaching and mentoring skills
• Developing people's understanding of equality, diversity and human rights and community cohesion.
• Conducting individual coaching and counselling.

My approach to coaching

• Focus on the coachee’s issues and desired outcomes
• Facilitate goal setting
• Explore and support self awareness and self reflection
• Embrace diversity and value difference and authenticity
• Enable and be committed to mutual learning
• Be committed to achieving full potential
• Create a safe environment for exploring ideas and building confidence
• Encourage leadership at all levels in organisations
• Challenge conventional and established patterns of behaviours which may manifest as self-limiting beliefs
• Have a coaching relationship based on equality and respect.

Qualifications

BA (Hons) Social Policy
MPA  (Masters in Public Administration) Warwick Business School (2006)
ILM Award in Leading Practice in Learning and Development
ILM Diploma in Executive Coaching and Mentoring
MBTI qualified

Hilary has wide experience of organisational development, leadership and management in public services. She specialises in helping individuals, organisations and partnerships to develop strategies, build their capacity and implement new approaches effectively.

She has had practical experience of working at a senior level in a local education authority, as a consultant to central government and as a senior manager in the civil service.

Specific experience

Recent assignments include: support for the DfES in policy development and implementation, strategic reviews and organisational development work with a number of councils, facilitation of top team events for national bodies, support for localities in developing integrated services for children and young people, the development of approaches to commissioning from the third sector, and development programmes for elected members and top managers in local government and other agencies.

My approach as a coach:

My approach draws on:

• an understanding of the pressures and dilemmas that face senior leaders and managers in public services
• an ability to help managers analyse the pressures and factors they face, both personally and organisationally
• a wide knowledge of frameworks and approaches which can support individual learning and organisational change.

Qualifications

• BSc (Mathematics) London University 1975
• PhD London University 1978
• MBA Open University 1992
• ILM qualified leadership mentoring and executive coach 2006

Tim is a very experienced facilitator and consultant who has worked with many public sector bodies, voluntary, arts and community organisations. He has a particular interest in developing leadership in partnerships integrating services across housing, education, social and health care co-created by providers and local communities.

He runs programmes including Future Leaders for the Housing Corporation, Future Leadership, the DCLG / LGA sponsored 'gold standard' programme, and community leadership and stakeholder and community engagement programmes for many local authorities, DfES New Schools and the Healthcare Commission; alongside diversity projects such as the Disability Equality Duty support and challenge programme in local authorities in England Wales and Scotland for the Disability Rights Commission.

Specific experience

Tim has direct experience of working with senior managers to improve performance and recent coaching clients have included an area fire and rescue service commander, a senior adult social services manager and a health service patient engagement manager.

He runs action learning sets for senior managers from a number of client organisations and has been a member of a professional reflective practice group for 11 years. He is particularly involved with organisational and personal change and, with individuals, supporting and challenging them in a fast changing public sector environment.

My approach as a coach:

Central to my coaching practice is the concept of using a variety of lenses to view the challenge facing the coachee. I use the Integrative Coaching Model as the framework for my interventions and use a variety of coaching and mentoring models and tools to bring this to life. I believe in developing a collaborative process with my clients and focus on getting each of them to do it themselves.

Qualifications

Tim is a part-qualified accountant (ACCA Pt.4)
Postgraduate Diploma in Continuing Education and Training (City University, 2000) and
Certificate in Public Participation (International Association for Public Participation, 2005).
MBTI qualification
ILM Diploma in Executive Coaching and Leadership Mentoring