...place to grow up it left a lot to be desired in the 70s and early 80s. I couldn’t wait to move on to university and then to London. But...
...the profiles of leaders of staff networks and to help the networks to mobilise and have better access to resources. In partnership with our Employee Voice Group - made up...
...problem-solving. I’ve learnt to work under pressure and to focus on the important things, often in challenging circumstances. It’s extremely relevant to an organisation like the Civil Service, and obviously...
...owners of the work are even trying to solve the right problem. Owners may come away with some tweaks to their proposals, some guided actions on how to better land...
...is very pressed delivering day-to-day business, it can feel like an indulgence to set aside half a day now and then to spend time together as a leadership team, whether...
...we choose to call it, can lead to wars and conflicts because of deeply held views that drive extreme behaviours. And we’re also all too familiar with debates about the...
...before communicating with people. We put together our plans for the region quickly; how we would re-tool our operations, how we could keep in touch with people and how we...
...Office has a critical role to play in representing Scottish interests to the UK Government and UK Government interests to Scotland. They are there to help, and a good point...
...to hearing how colleagues are managing. Whether it’s organising (virtual) events between colleagues and leaders, collating feedback from internal surveys or people’s emails reacting to change, we internal communicators hear...
...within my work is because of what you think and how you got to that thought. Your experiences and who you are will have influenced what and how you think....
