What commercial means to me: life in the MoD
What does thinking commercially mean to civil servants on the frontline? Julia Veale of MoD's Defence Equipment & Support talks about how it affects her team.
5 ways to become a better manager
Petra Wilton, Director of Strategy and External Affairs at the Chartered Management Institute gives her 5 things to do this autumn to improve your management skills.
Manager as Developer: what I’ve learned
How do you develop as a better manager? Menna Rawlings, HR Director at the Foreign & Commonwealth Office, says the answers are nearer than you think.
5 tips for surviving Mid-Year reviews
With Mid-Year Reviews looming, Jo Sheppard a District Operations Manager in Jobcentre Plus in East London, offers 5 top tips for surviving the process.
The Department of Health's 6 commitments to increase management skills
The Department of Health's 6 people management commitments aim to increase people’s skills at managing staff and to ensure everyone has a good experience of being managed.
What makes a good leader?
Posted by:
Sir Simon Fraser, Posted on:
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Categories:
Leadership Statement, Leading and managing change
Simon Fraser, Permanent Under Secretary, Foreign and Commonwealth Office, draws from his experience to offer 10 thoughts on leadership skills.
Leading and Managing Change: the DWP Story
At the heart of the Department for Work and Pension's (DWP) work on leading and managing change is the 'DWP Story' which sets out the challenges the organisation must meet in order to deliver the department’s operational, reform and efficiency …
A lesson on embracing the benefits of change
Having gone through a change process, Liz Dixon from the Defence Infrastructure Organisation (DIO) advocates making the most of your career by embracing transition.
Introducing changes to staff
London Bridge Job Centre Plus evolution began in 2012 when it was selected to be a showcase office of the future. The principle of the change was to pave the way for DWP’s “Digital by Default” strategy, build capability of …
How we delivered change
A small number of employees were nervous about the change. During regular People Promise (121’s) we could dig a little deeper behind the initial fear and anxiety to collectively identify supportive tools for our team members. Some individuals did not …