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Management Practice and Nurturing into Leadership

One project in 2015 was based around advising for an expanding Departament - planning for a 4x resource growth to help meet its service commitments and also to migrate under a new division.

This included changing hiring criteria as well as processes, advertising style, and methods.
The first new advert gained 3x the usual number of received CVs, which helped feed into two job hires - from which we filled both posts.

We helped to initiate a new structure with team leads, giving clear areas of responsibility and ownership by setting up weekly full staffs and bi-weekly team lead communication and planning sessions.

The end result was a change in culture from a Tribal Leadership (as explored in the book written by Logan, King, and Fischer-Wright) moving to a stage 2 team to form a stage 4 (We're great). For the full staff we provided a process for communication, planning, skills growth, and examples of how their achievements effect the vision and productivity of the department and division.

As well as a hands-on daily approach we do use practical tools which are easy to pick up. Tuckman's model, showing the stages of group formation being another example (see to the right).

Tuckmans Model Diagram

Tuckman's Stages of Group Development

Management Styles and Team Culture


In team project reviews, do you have too many projects and too few volunteers willing to step forward ?


Do your team members regularly take ownership and responsibility for completing a task or picking up a project ?


Does the management team agree to take on projects without checking staff work loads ?


How many new roles are filled from internal candidates, who recognise the personal development opportunities in the team.