...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...
...worry about? I thought those things too. Then last year I was promoted to a Deputy Director role in Defra responsible for devolution, so I had to 'get' devolution fast....
...me to mention the era, but suffice to say punk and funk music was gaining popularity at the time!) – shaped me to become the civil servant I am today....
...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...
...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...
...to inclusion – see how you can devote time and energy to supporting inclusion be courageous – challenge attitudes and practices and don’t be afraid to show humility and acknowledge...
...They tend to remember us better because there's two of us, and the EU Commission told us at the end that they were surprised by how seamless we had been....
...over-complicated processes, so take a stand! It isn’t easy to ‘speak truth unto power’, but in the long run it can help how an office functions for the better. Don’t...
...I’m proud to be the Second Permanent Secretary at HMRC. As a leader, many people look to me for answers, tips and ideas on how to manage wellbeing through all...
...Governance Group are always ready to come out to departments to brief teams on the new realities of government in the UK. So, there is plenty of help to navigate...
