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Relationship Intelligence: 4-Most Europe Ltd

4-Most Europe Ltd is a specialist risk consultancy delivering successful and cost effective solutions across the UK and internationally. They consult direct with their financial services clients, frequently embedding specialist consultant teams into client operations and facilities.

We’d previously helped their consultant teams with Presentation and Influencing skills workshops and the senior leader audience with Emotionally Intelligent Leadership.

The business’ new challenge was in developing their consultant audience, these were technically brilliant financial modellers, many of whom were new to the responsibilities of effective managing of client stakeholder relationships.

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Emotionally Intelligent Leadership: 4-Most Europe Ltd

We designed a bespoke 4-module programme; incorporating industry-leading psychometric testing & feedback, personal 360-feedback reports, emotional intelligence and proven leadership, management and communication models and tools.

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Maximising Performance: Global Infrastructure Organisation

Having successfully rolled-out a new performance management process in the UK our client wanted the same development opportunity to be afforded their SE Asia and USA teams.

The primary difference in the new system was the emphasis on more frequent ‘in the moment’ performance conversations and the development of managers ability to hold successful performance coaching conversations.

The organisation’s strategic objectives were to ensure a level of manager constancy in all performance conversation globally.

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People Pains – Paul’s Story

Outstanding Performers don’t automatically make great leaders. Both the personal and organisational cost is significant.

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Selling for the Reluctant: Global Accountancy Organisation

Our client is a leading global accountancy firm with offices in London, Europe, USA, Hong Kong and Australasia.

The organisational culture was to recruit and/or promote technical specialists; people with excellent accountancy skills. This was limiting in terms of business development, as this population typically were reluctant to engage in selling, either their specific skills and expertise or their organisation. It was decided that following a development programme new competencies on business development would be added to role profiles and appropriate objectives set.

The challenge to the business was in developing a new culture of confident and successful business development within the specialist population.

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Bullying & Harassment at Work: DSTL

DSTL (Defence Science & Technology Laboratories) is an executive agency of the Ministry of Defence. It ensures that innovative science and technology contribute to the defence and security of the UK.

Our longstanding relationship with DSTL meant that we understood a common challenge within the organisation, enabling technical experts and specialists to become successful leaders and managers. After a series of staff surveys and reports from HR it became apparent that there was an unhealthy culture of bullying and harassment within the business.

The organisation’ objectives were to raise awareness of this culture. To help staff understand what constituted bullying & harassment and what can be done to manage these unfortunate incidents.

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Dynamic Business Partnering: Global Telecoms Organisation

The established culture within the organisation’s finance function was one of advocating technical expertise and ‘guidance when asked for’. All too often the response from other areas of the business was the function was actively blocking creativity and innovation and not demonstrating true partnership approaches to developing successful stakeholder projects.

There were clear indicators that a silo culture was in existence and this was further hindering the relationship between finance and the rest of the business.

The challenge for the organisation was around embedding a new culture of confident and aware business partnering throughout the finance function.

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