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
...the best in other people. There is huge range of skills a good manager has to be able use, including: setting goals and planning how to achieve them developing and...
Manager as Developer: what I’ve learned
...start I didn’t prioritise their needs enough. My job was big, new and exciting and at times I forgot to make time for myself and others. At one point, I...
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
...weekly form that asked the team to rate how they were feeling, their workload and how much of a difference they thought they were making to patients. She used the...
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 …