No matter what type of organisation, or its size, individuals work on their own and with others. There may be formal team structures and many informal work-based conversations. Many development activities are targeted at developing new skills or enhancing those seen as less than optimum for a current, or future role. However, for people to be effective, they need to be able to make the most of their strengths and key skills and bring these to bear quickly, particularly when the work environment is difficult and changing.

Learning and development activities need to address aspects at both ends of the spectrum - helping high performers excel (and help others), as well as helping to "fill the gaps".

What am I working on at the moment?

Amongst my current projects, I am working with:

• a firm of accountants to develop their client service skills
• owners / directors of a small business to coach them in building their management skills
• a variety of networking groups to look at how we help each other gain more from networking 

What else have I done recently?

I aim to help organisations use their learning and development budget as effectively as possible. This means that I will spend time with you discussing your desired outcomes and what "effectively" means to you. For example, I have worked with

• senior partners and directors to create links with colleagues and clients, in order to improve the delivery of services to those clients, including increasing sales for the organisation
• line managers and team leaders to identify and identify performance issues quickly and resolve them effectively, when previously these had been allowed to "drift"
   
• Organisational Learning manager within a public sector client to design their development framework
• a training manager with one of the internal teams she supports to help them address their communication styles with each other and with the fee-earning staff they support

For more examples, have a look at the sample programmes, drawn from recent activities.