...have to be prepared to lead. That requires self-confidence. You have to be able to judge when to listen, when to think and when to decide. When you make decisions...
...on but also to spot when things are going off-track and when we need to step in to investigate what’s going wrong, make changes and build in learning. Informing decisions...
...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...
...in Whitehall. This report informed the Talent Action Plan, resulting in concrete steps, including a commitment to introducing Shared Parental Leave at the occupational rate across the Civil Service; action...
...offer to those who volunteer. The new Civil Service Leadership Statement is clear in identifying the need for us to reward initiative and innovation and to invest in the capabilities...
...pursuing a personal passion with all of my professional effort. I have been inspired by the people I have met in the field, in the international tribunals in the Hague...
...to be), loudly and proudly. Pride, to me, is a reminder that the LGB&T community can often be the target of hate. Pride is the perfect time to get out...
...water and think of China. My attempts to master the art of dumpling making got off to a bad start. But I think that, given a chance to practice, I...
...key role to play in opening up conversations about disability confidence across the public and private sectors. I am encouraging network leaders in the Civil Service to get involved, and...
...get ideas from a great group of interested and engaged people? It generated a fascinating conversation about different tools for engaging with people inside and outside government; how we can...
