Here is a selection of the building blocks we use to create bespoke solutions for our clients:

Development of high performing teams – we have a number of methods and processes for the development of high performing teams that take account of the culture and context within which the team operates and which helps embed the capability to continue to create and maintain performance.

Identifying and developing leadership talent – we have designed and pioneered a process which takes development centres to a new level: talent and learning centres – or you could call them self and peer assessment centres. Whatever the name they seem to engage line managers in the development of their people, and also put coaching and self and peer assessment into the muck and bullets of everyday working life. The initiative for this development resulted from our observation that traditional approaches to development centres were failing to address some of the key issues our clients faced in identifying and developing their leadership talent. Our approach focuses on developing a cadre of future potential leaders within a business, which includes fostering the networks of relationships between them and building a common sense of shared responsibility for each other and the future of the business.

Design and delivery of leadership development programmes – we have many years experience of developing bespoke leadership programmes, most recently with Bentley Motors and Yorkshire Water and currently with Anglian Water.

Coaching mangers and leaders – SLOW coaching provides a toolkit for nurturing change at three levels: action – where the emphasis is on performance and delivering results; skills – where the focus is on practice and stretching capability; and learning – where the goal is to uncover potential, catalyse different thinking and create new opportunities.

Supporting change – change is constant and change initiatives often fail – we recognise this and believe that a significant cause is the tendency to choose a perspective on organisations that fails to acknowledge their complexity. We have developed a range of pragmatic methods and processes which recognises the link between strategy, processes, culture and individual behaviour and which enables organisations to build a sustained capacity for change.

Development of partnering relationships – we have developed considerable experience in the practicalities of developing effective partnering relationships between organisations that choose to rely on one another to deliver results and create improvements to service levels. This has included a considerable focus on the development of cross organisational delivery teams.