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They put you at the centre of your learning by: aligning practice, theory with your context and experience encouraging a collaborative approach to learning by using dialogic learning groups - [Organisational Development Consultancy Services](https://www.roffeypark.com/organisational-development-consultancy-services/) - [Leadership and Management Programmes](https://www.roffeypark.com/leadership-and-management-programmes/): Leadership and Management Programmes Our world of work is changed. Not just through the pandemic but also due to the impact of technology and radical shifts in social attitudes towards work, the environment and sustainability. Workforces are dispersed and virtual. - [All Events](https://www.roffeypark.com/events/) - [Open Programmes](https://www.roffeypark.com/open-programmes/) - [Open Programme Confirmation](https://www.roffeypark.com/open-programme-booking/confirmation/) - [Event Follow up – Identifying your Steps to Success as a Finance Leader](https://www.roffeypark.com/event-follow-up-making-change/): Thank you for joining the recent event where we had the opportunity to speak, and for your interest in Roffey Park by taking a copy of our handout. Below you’ll find a short form to access our latest guidebook. You - [Skillbuilders](https://www.roffeypark.com/skillbuilders/): Book NowBook NowBook Now - [Solution Finder](https://www.roffeypark.com/solution-finder/) - [Skillbuilders Early Access](https://www.roffeypark.com/skillbuilders-early-access/): Download BrochureDownload BrochureDownload Brochure - [Find the right solution for you](https://www.roffeypark.com/find-the-right-solution-for-you/) - [Open Programmes](https://www.roffeypark.com/new-open-programmes/) - [Alternative Accommodation](https://www.roffeypark.com/alternative-accommodation/): Find out more >Find out more >Find out more >Find out more >Find out more >Find out more >Find out more >Find out more > - [Thank you for your Roffey Park MSc Application](https://www.roffeypark.com/thank-you-for-your-roffey-park-msc-application/) - [OD Conference 2025 – Presentation Downloads](https://www.roffeypark.com/od-conference-2025-presentation-downloads/) - [Join Our Team](https://www.roffeypark.com/join-our-team/): Find out more and apply - [Whitepaper – Cultural Integration of AI in HR](https://www.roffeypark.com/whitepaper-cultural-integration-of-ai-in-hr/): Explore Roffey Park Institute’s latest white paper, Cultural Integration of AI in HR: A Human-Centred Approach, an insightful examination of how the success of AI in HR depends less on technology itself and more on the culture that surrounds it. - [MSc People & Organisational Development Brochure Requested](https://www.roffeypark.com/msc-people-organisational-development-brochure-requested/) - [Acceptance of Offer – MSc](https://www.roffeypark.com/acceptance-of-offer-msc/): Please complete the following information and submit this form as soon as possible to accept your place on the programme. - [Thanks for contacting us about our in house programmes](https://www.roffeypark.com/contact-us/thanks-for-contacting-us-about-our-in-house-programmes/) - [Apply for a Roffey Park MSc](https://www.roffeypark.com/msc-application/) - [In House Programmes](https://www.roffeypark.com/in-house-programmes/): Download Flyer Customised Training: While based on standard open course content, programmes are contextualised for your organisation, ensuring relevance and confidentiality. They encourage team cohesion by allowing members to learn and grow together in a supportive, exclusive environment. Flexibility: You - [Contact us about an in house programme](https://www.roffeypark.com/contact-us-in-house-programme/) - [Thanks for contacting us about our Masterclasses](https://www.roffeypark.com/contact-us/contact-masterclass-thanks/) - [Cookie policy](https://www.roffeypark.com/cookie-policy/) - [Research Together](https://www.roffeypark.com/research-together/): Use our research process as a way for clients to learn how their overall approach to people strategy affects the execution of strategic aims  Share our expertise and previous research from different sectors to provide clients with new ideas and - [Organisational Health and Culture](https://www.roffeypark.com/organisational-health-and-culture/): Find out more Trusted by some of the world’s most well-known organisations in the public, private, and not-for-profit sectors A research and credible thought leader in the world of work Committed to delivering long-lasting, positive change whilst building capability, not - [Our Team](https://www.roffeypark.com/our-team/) - [Booking](https://www.roffeypark.com/open-programme-booking/) - [Our Venue](https://www.roffeypark.com/our-venue/): Learn moreFind out more >Find out more >Find out more > - [Newsletter Sign up](https://www.roffeypark.com/newsletter-sign-up/) - [Individual and Team Virtual Coaching Solutions](https://www.roffeypark.com/individual-and-team-coaching/) - [Environment policy](https://www.roffeypark.com/environment-policy/) - [Consultancy Offer](https://www.roffeypark.com/consultancy-offer/): Contact usLearn more >Learn more >Learn more >Learn more > Committed to delivering long-lasting, positive change whilst building capability, not dependency  Flexible and agile to respond to your emerging needs  Trusted by some of the world’s most well-known organisations in - [Your Learning Journey at Roffey Park](https://www.roffeypark.com/your-learning-journey/) - [Privacy policy](https://www.roffeypark.com/privacy-policy/) - [Equality and Diversity Employment Policy](https://www.roffeypark.com/diversity-policy/) - [Terms & Conditions](https://www.roffeypark.com/terms-conditions/) ## Blog Posts - [Three Questions Organisations Keep Asking Us About Leadership Right Now](https://www.roffeypark.com/articles/three-questions-organisations-keep-asking-us-about-leadership-right-now/) (2026-08-21): Every week, our commercial team sits down with HR directors, chief executives and heads of people from organisations across every sector. Some of those conversations turn into programmes. Some turn into research. Most of them simply tell us what's really - [Beyond the Buzzword: Are we building resilience or asking people to tolerate too much?](https://www.roffeypark.com/articles/beyond-the-buzzword-resilience/) (2026-08-14): In our latest LinkedIn Newsletter, we launched our latest series: Beyond the Buzzword. Starting with resilience. Resilience has become part of the everyday language of work. We want resilient leaders. Resilient teams. Resilient organisations. We offer resilience training, talk about - [Research Paper – Manager as Consultant](https://www.roffeypark.com/articles/research-paper-manager-as-consultant/) (2026-07-07): Manager as Consultant is a thought paper exploring how managers can adopt the mindset and practices of skilled consultants to lead more effectively through uncertainty and change. As organisations face increasing volatility and complexity, traditional management approaches - built around - [A Word from Our Chair as We Mark Eighty Years](https://www.roffeypark.com/articles/a-word-from-our-chair-as-we-mark-eighty-years/) (2026-06-23): Eighty years ago, following the end of the world war, a group of visionary leaders made a bold and remarkably decision. They recognised that the wellbeing of people at work was not a luxury, it was a foundation of success. - [Research Paper – Transformers for Hire](https://www.roffeypark.com/articles/research-paper-transformers-for-hire/) (2026-06-23): Transformers for Hire is a research report exploring the lived experiences of interim professionals — the highly skilled specialists organisations turn to at moments of uncertainty, disruption and change. As organisations face increasing volatility and structural pressure, the use of - [Balancing work, study and leadership development](https://www.roffeypark.com/articles/balancing-work-study-and-leadership-development/) (2026-02-17): Starting an MSc leadership and management is exciting on day one. By week six, it can feel like you’ve added another role to an already full life. Most people who choose the Roffey Park’s part time MSc leadership and management - [Complete guide to studying an MSc in Leadership & Management in the UK: the Roffey Park approach](https://www.roffeypark.com/articles/complete-guide-to-studying-an-msc-in-leadership-management/) (2026-02-17): Many programmes teach leadership. Roffey Park focuses on developing leaders. The Roffey Park MSc in Leadership and Management is built on decades of research and practice. It’s systemic and grounded in real work. It is also awarded in partnership with - [How to move from manager to leader: do you need a master’s?](https://www.roffeypark.com/articles/how-to-move-from-manager-to-leader/) (2026-02-17): Most people don’t decide to “become leaders” one day. They grow into it, often in moments of uncertainty, responsibility or change. The shift isn’t from competence to promotion. It’s from managing work to understanding yourself, others and the systems you’re - [Is an MSc in Leadership & Management worth it in 2026?](https://www.roffeypark.com/articles/is-an-msc-in-leadership-and-management-worth-it/) (2026-02-17): If you’re exploring postgraduate study, you’re not looking for theory alone. You want leadership development that changes how you work, think and influence. The Roffey Park MSc in Leadership and Management is designed for experienced professionals who want to lead - [Stats for Change](https://www.roffeypark.com/articles/stats-for-change/) (2026-02-11): Written by Ben Baginsky, Programme Director   When you are presented with a complex challenge, what is your first response? Are you more likely to reach for a phone, a pen, or a computer? We each have preferred ways of - [Research Paper – Organisational Values](https://www.roffeypark.com/articles/research-paper-organisational-values/) (2026-01-15): Organisational Values is a practical white paper that explores how values influence organisational culture, leadership behaviour and everyday decision-making at work. In today’s complex and fast-changing environments, organisations face growing pressure to adapt while maintaining trust and credibility. As a - [Roffey Insight Episode Three: Collective Leadership](https://www.roffeypark.com/articles/roffey-insight-episode-three-collective-leadership/) (2025-12-16): Traditional leadership has often focused on individuals. Their traits, strengths and personal impact. This episode offers a different perspective. In Episode 3, Rebekah explores collective leadership and how our understanding of leadership has evolved over time. The conversation looks at - [Roffey Insight Episode Two: The Budget Review](https://www.roffeypark.com/articles/roffey-insight-episode-two-the-budget-review/) (2025-12-01): If you’ve been following the headlines, you’ll know this year’s UK budget landed with a mix of big promises, long lead times and more than a few raised eyebrows. So Sarah Watson - our Finance Director and resident decoder of - [Roffey Insight Episode One: Leadership and OD in Real Conversation](https://www.roffeypark.com/articles/roffey-insights-episode-one-leadership-and-od-in-real-conversation/) (2025-11-28): If you attended the conference this year, you might remember Demola, our MC with enough energy to power the whole room. He sat down with Alex (our Head of Sales) for a conversation about leadership and OD that was real, - [Insights – Construction Sector](https://www.roffeypark.com/articles/insights-construction-sector/) (2025-10-09): Construction Sector Insights Roffey Park 2025 is an essential examination of the UK construction sector in 2025, focusing on the people and leadership aspects required to navigate a period of significant change. In an environment driven by the UK government's - [Insights – Housing Sector](https://www.roffeypark.com/articles/insights-housing-sector/) (2025-10-09): Housing Sector Insights Roffey Park 2025: Building a Resilient Future is an essential examination of the UK housing and construction sector at a critical juncture in 2025. In an environment driven by the Labour government's commitment of over £39 billion - [Research Paper – Developing Collective Leadership to Support Collaboration](https://www.roffeypark.com/articles/whitepaper-developing-collective-leadership-to-support-collaboration/) (2025-09-22): Developing Collective Leadership to Support Collaboration: A Case Study in Clinical Education in UK Healthcare, is an insightful examination of how a collective leadership approach can break down institutional silos and improve interprofessional collaboration in healthcare. In an era where - [Guidebook – How to Lead Change that Works](https://www.roffeypark.com/articles/guidebook-how-to-lead-change-that-works/) (2025-09-17): From Push to Pull - Making Change Self-Sustaining In today’s world of constant disruption, change isn’t an occasional project – it’s business as usual. Yet too often, leaders still rely on outdated, top-down models that exhaust people and fail to - [Adopting AI: A Leader’s Perspective on Why Communication Matters Most](https://www.roffeypark.com/articles/adopting-ai-a-leaders-perspective/) (2025-09-12): Adopting AI: The Real Barrier Isn’t Tech, It’s Communication By Alex Norbury, Head of Sales From my perspective leading sales teams and working with clients across industries, the challenges around adopting AI are never purely about technology. What our latest - [Research Paper – Cultural Integration of AI in HR](https://www.roffeypark.com/articles/whitepaper-cultural-integration-of-ai-in-hr/) (2025-09-09): Explore Roffey Park Institute’s latest white paper, Cultural Integration of AI in HR: A Human-Centred Approach, an insightful examination of how the success of AI in HR depends less on technology itself and more on the culture that surrounds it. - [Research Paper – Redefining Failure to Falling Upwards](https://www.roffeypark.com/articles/research-paper-redefining-failure-to-falling-upwards/) (2025-08-11): Explore Roffey Park Institute’s latest white paper, Redefining Failure to Falling Upwards, a compelling and deeply personal exploration of how setbacks can become turning points that inspire growth, transformation, and a renewed sense of purpose in life and work. In - [Mind Matters: What Mental Health and Well-being Needs from Workplace Culture](https://www.roffeypark.com/articles/what-mental-health-and-well-being-needs-from-workplace-culture/) (2025-07-07): My name is Katherine Montabana, and I’m currently interning at Roffey park in Dublin for the summer. I’m from the United States and going into my fourth year at Purdue University, where I study Brain and Behavioural Sciences with a - [Research Paper – Collective Resilience](https://www.roffeypark.com/articles/research-paper-collective-resilience/) (2025-06-20): Explore Roffey Park Institute’s latest whitepaper, Collective Resilience, a timely and thought-provoking piece that reimagines how individuals and organisations can adapt, thrive, and grow together in the face of today’s unprecedented challenges. In an era shaped by climate crises, pandemics, - [Guidebook – Impact & Influence at Work](https://www.roffeypark.com/articles/guidebook-impact-influence-at-work/) (2025-05-29): 5 Key Skills Every Leader Needs In today’s fast-paced and ever-evolving workplace, authority alone isn’t enough. The most effective leaders don’t just manage – they inspire, align, and empower through influence. This guide introduces the mindset and core capabilities that - [Research Paper – Revisiting Polanyi with help from AI](https://www.roffeypark.com/articles/research-paper-revisiting-polanyi-with-help-from-ai/) (2025-05-16): Discover Roffey Park Institute’s thought-provoking whitepaper, Revisiting Polanyi: With Help from AI, which explores how the 20th-century ideas of Karl Polanyi can illuminate today’s global challenges. This timely piece examines the resurgence of populism and the societal costs of unfettered - [Purpose Over Profits: Building a Workplace Where Employees Thrive](https://www.roffeypark.com/articles/purpose-over-profits-building-a-workplace-where-employees-thrive/) (2025-02-20): Many people spend the majority of their lives working, yet far too many of them feel disengaged, unfulfilled, or downright miserable in their jobs. Whether it’s a lack of connection to the company’s mission, poor work culture or limited growth - [The Importance of Stable Leadership During Change](https://www.roffeypark.com/articles/importance-of-stable-leadership-during-change/) (2025-02-18): Over the last few weeks, history has and continues, to unfold right before our eyes as one of the world’s largest superpowers has changed its leadership team. America is to some degree polarised, with many people believing that the ‘golden - [The Power of Change: Unlock Growth and Innovation](https://www.roffeypark.com/articles/the-power-of-change-unlock-growth-and-innovation/) (2025-01-20): In today’s fast-paced business world, change is constant—and inevitable. But let’s be honest, change can be intimidating. The fear of the unknown, the disruption to established processes and the uncertainty about outcomes can create significant resistance within organisations. However, change - [Research Paper – Racial Inclusion: Helping to Rebuild Those We Have Broken](https://www.roffeypark.com/articles/research-paper-racial-inclusion-helping-to-rebuild-those-we-have-broken/) (2025-01-16): Discover Roffey Park Institute’s latest whitepaper, Racial Inclusion: Helping to Rebuild Those We Have Broken, which explores the critical challenge of achieving racial inclusion within organisations. This insightful document examines the systemic barriers that perpetuate racial inequities and provides practical - [Transforming my workplace through OD – Ian Baines](https://www.roffeypark.com/articles/transforming-my-workplace-through-od-ian-baines/) (2025-01-15): In the second episode of our ‘Transforming my workplace through OD’ blog series, we sat down with recent MSc alumni, Ian Baines, who shared his journey from finance to organisational development (OD), driven by a passion for helping people and - [Reflections on Our Year and Visions for the Future](https://www.roffeypark.com/articles/reflections-on-our-year-and-visions-for-the-future/) (2024-12-23): As we look back on the past year at Roffey Park Institute, it’s been a year of collaboration, growth and client success. From the achievement of our Organisational Development Conference to the continued impact of our MSc programme, we’ve seen - [Research Paper – Crabwise: The Theatre of Leadership](https://www.roffeypark.com/articles/research-paper-crabwise-the-theatre-of-leadership/) (2024-12-09): In Crabwise: The Theatre of Leadership, Roffey Park Programme Director Ben Baginsky draws inspiration from Peter Brook’s seminal work The Empty Space to offer a refreshing perspective on leadership. Ben explores Brook’s four types of theatre—Deadly, Holy, Rough, and Immediate—and develops a framework - [How to Combat Burnout at Work](https://www.roffeypark.com/articles/how-to-combat-burnout-at-work/) (2024-12-05): As we approach the Christmas break and another year starts to wrap up, many people are starting to feel the effects of burnout at work. But what is burnout? From Mental Health UK, burnout is defined as a ‘state of - [Empowering Future Leaders with Roffey Park’s Graduate Development Programme](https://www.roffeypark.com/articles/empowering-future-leaders-with-roffey-parks-graduate-development-programme/) (2024-11-22): If you're a Graduate, HR or L&D manager looking to invest in the growth and development of your emerging talent, Roffey Park Institute's Graduate Development Programme presents an excellent opportunity to fast-track the careers of a cohort of graduates within - [Transforming my workplace through OD – Susanette Mansour](https://www.roffeypark.com/articles/transforming-my-workplace-through-od-susanette-mansour/) (2024-11-19): People often ask, what is Organisational Development (OD)? But the reality is you might already be practicing it without necessarily realising. That was the case for Susanette Mansour, CEO of Croydon Vision and Organisation Development Practitioners (ODP) programme alumna. Susanette - [Embracing diversity: why is tolerance in workplaces so important?](https://www.roffeypark.com/articles/embracing-diversity-why-is-tolerance-in-workplaces-so-important/) (2024-11-14): November 16th marks the International Day for Tolerance, a day dedicated to recognising the importance of tolerance in building harmonious and inclusive societies and workplaces. This serves as a reminder that tolerance is not just about acceptance, but about celebrating - [An OD conference as a non-OD person](https://www.roffeypark.com/articles/an-od-conference-as-a-non-od-person/) (2024-11-04): What is Organisation Development? Wikipedia tells us that OD is... ‘the study and implementation of practices, systems, and techniques that affect organisational change.’ This seems reasonable but in recently attending Roffey Park Institute’s annual Organisation Development (OD) Conference, I think - [Roffey Park Institute 2024 OD Conference reflections – Thinking Global, Acting Local](https://www.roffeypark.com/articles/roffey-park-institute-2024-od-conference-reflections-thinking-global-acting-local/) (2024-10-29): Last week I had the great opportunity to attend this year’s Roffey Park Institute OD Conference and what followed were two days of incredible thought-provoking sessions, enriching conversations and plenty of academic rigour supported by real-world practice insights. Here are - [Research Paper – A Framework for more Inclusive Workplaces](https://www.roffeypark.com/articles/a-framework-for-more-inclusive-workplaces/) (2024-10-22): This paper looks at inclusive workplaces (IW) - organisations where people can be themselves, feel they belong and fully contribute. We want to find out more about the drivers and the barriers decision makers face as they attempt to shape - [Coaching an Olympic Athlete and Coaching an Employee – What can we learn from the 2024 Paris Olympics and Paralympics?](https://www.roffeypark.com/articles/coaching-an-olympic-athlete-and-coaching-an-employee-what-can-we-learn-from-the-2024-paris-olympics-and-paralympics/) (2024-09-18): Summer has come to an end, and with it, the 2024 Paris Olympics and Paralympics have drawn to a close. This season of sport has been marked by an extraordinary showcase of performance and dedication. The Olympics and Paralympics represent - [The 5 key differences between the Management and Leadership Essentials programmes](https://www.roffeypark.com/articles/the-5-key-differences-between-the-management-and-leadership-essentials-programmes/) (2024-09-12): Leadership and management can often be misunderstood to be the same thing and it is easy to see why. Both are essential roles to have in a well-functioning organisation, society, and life in general. A manager manages people and line - [2024 OD Conference Speaker – Emma Du Parcq](https://www.roffeypark.com/articles/2024-od-conference-speaker-emma-du-parcq/) (2024-09-09): Organisation development practice can be a lonely place at times. You may be trying to influence business leaders as a freelance consultant or employed by your organisation as an OD specialist and often find yourself asking 'Why am I the - [Driving Change and Transformation through OD – Navigator Reflections](https://www.roffeypark.com/articles/driving-change-and-transformation-through-od-navigator-reflections/) (2024-09-04): On Tuesday morning's navigator event, Driving Change and Transformation The Power of Organisational Development (OD), an esteemed panel of professionals who operate within the space of OD discussed, using their own experiences and contexts, what OD is and means to - [Sanctus and Roffey Park Institute Collaboration: The Power of Purpose in the Workplace](https://www.roffeypark.com/articles/sanctus-and-roffey-park-institute-collaboration-the-power-of-purpose-in-the-workplace/) (2024-08-29): Compared to the workplace of 50 years ago, today's work environment is characterised by rapid technological advancements and a heightened awareness of emotional well-being. Employees have become increasingly vocal about their emotional needs, and as a result, work-life balance and - [2024 OD Conference Speaker – Sile Walsh](https://www.roffeypark.com/articles/2024-od-conference-speaker-sile-walsh/) (2024-08-15): What are the assumptions about inclusion and inclusive leadership that hinder real progress in organisations? How can Organisational Development (OD) ensure that inclusive leadership becomes a core and sustainable element of organisational performance rather than an additional or superficial practice? - [2024 OD Conference Speaker – Dr Rob Worrall](https://www.roffeypark.com/articles/od-conference-speaker-dr-rob-worrall/) (2024-08-14): As an OD practitioner, are you thinking about how you measure impact? Do you understand the importance of developing collective leadership capabilities to aid problem-solving skills? This October, OD consultant, renowned speaker and Place-Based leadership expert Dr Rob Worrall will be talking - [2024 OD Conference Speaker – Jesse Segers](https://www.roffeypark.com/articles/2024-od-conference-speaker-jesse-segers/) (2024-08-06): Are you interested in what unites us and what makes us different? But does focusing and enlarging these differences endanger the existence of the OD profession? This October at Roffey Park's OD Conference, Honorary Professor at the University of Exeter - [Harness the Power of Failure](https://www.roffeypark.com/articles/harness-the-power-of-failure/) (2024-08-01): The work of an Organisation Design (OD) practitioner involves the use of planned interventions to improve organisational effectiveness. OD’s ideas and practices mainly derive from the disciplines of psychology, sociology and business theory but OD practitioners can also look elsewhere - [2024 OD Conference Speaker – Ku’ulani Keohokalole](https://www.roffeypark.com/articles/2024-od-conference-speaker-kuulani-keohokalole/) (2024-07-31): Are you diversifying where you are learning your OD practices from? Can OD tap more into local communities and cultures without being by the book? This October, Organisational Culture Expert and CEO of People Strategies Hawaiʻi, Ku’ulani Keohokalole will be - [What can organisations learn from England’s new strategy to penalty shootouts?](https://www.roffeypark.com/articles/what-can-organisations-learn-from-englands-new-strategy-to-penalty-shootouts/) (2024-07-23): Football is a simple game - twenty-two people run around trying to kick a ball into two nets. But underneath the surface, when only the very few reach the top, it can be one of the most strategy-intense, pressurised and --- # Full Content --- title: "Skillbuilders" url: "https://www.roffeypark.com/skillbuilders/" lang: "en-GB" type: "page" description: "Book NowBook NowBook Now" last_modified: "2026-08-24T09:17:59+00:00" custom_fields: wpex_disable_title: "on" --- # Skillbuilders ##### Price: £125 [Book Now](https://www.roffeypark.com/wp-content/uploads/2026/07/Skillbuilder-Personal-Resilience.pdf) ##### Priced From: £495 [Book Now](https://www.roffeypark.com/wp-content/uploads/2026/07/Skillbuilder-Impact-and-Influence.pdf) ##### Price: £895 [Book Now](https://www.roffeypark.com/wp-content/uploads/2026/07/Skillbuilder-Facilitation-Skills.pdf) --- --- title: "Three Questions Organisations Keep Asking Us About Leadership Right Now" url: "https://www.roffeypark.com/articles/three-questions-organisations-keep-asking-us-about-leadership-right-now/" lang: "en-GB" type: "post" description: "Every week, our commercial team sits down with HR directors, chief executives and heads of people from organisations across every sector. Some of those conversations turn into programmes. Some turn into research. Most of them simply tell us what's really" last_modified: "2026-08-21T11:27:35+00:00" categories: [Research] --- # Three Questions Organisations Keep Asking Us About Leadership Right Now Every week, our commercial team sits down with HR directors, chief executives and heads of people from organisations across every sector. Some of those conversations turn into [programmes](https://www.roffeypark.com/new-open-programmes/). Some turn into [research](https://www.roffeypark.com/research-publications/). Most of them simply tell us what’s really happening inside organisations right now. This is where we share that. No jargon, no theory for theory’s sake – just the questions we’re being asked, and how we’re answering them. Lately, three questions keep coming up. Here’s what we tell people. --- #### 1. Why is my leadership team exhausted, even when the business is doing well? Because performance and wellbeing aren’t the same measure, and most organisations are only tracking one of them. We hear this from leaders in growing businesses as often as we hear it from those managing decline. Good numbers can mask a leadership team that’s running on fumes: back-to-back change programmes, a calendar with no thinking time in it, and an unspoken expectation that resilience means absorbing whatever comes next without complaint. > **Busy is not the same as effective. Exhausted is not the same as engaged.** The fix isn’t usually another wellbeing initiative bolted on top. It’s looking at what’s actually being asked of leaders – the number of priorities, the pace of change, the decisions they’re expected to make without real authority to make them – and being honest about whether that’s sustainable. It’s a theme we come back to often in our [Leadership & Management Fundamentals](https://www.roffeypark.com/open-programmes/leadership-management-fundamentals/) and [Advanced Leadership & Management Practice](https://www.roffeypark.com/open-programmes/advanced-leadership-management-practice/) programmes, because building genuine capacity has to include this conversation, not skip past it. --- #### 2. How do we stop losing good managers to burnout or better offers? Usually the issue isn’t pay. It’s role clarity, support, and whether managers feel equipped for the job they were actually promoted into. A huge number of managers get the role because they were excellent at the job before it – not because anyone checked whether they had the skills, confidence or support to lead people. We call this the “accidental manager” problem, and it’s still one of the most common causes of attrition we see, at every level from first-line supervisor to senior director. Retention conversations tend to start with salary benchmarking. The organisations that actually move the needle start somewhere else: do our managers understand what’s expected of them, do they have somewhere to take the parts of the job they’re finding hardest, and is there a coach or peer group they can be honest with? That’s usually where our coaching work and our [Advanced Leadership & Management Practice](https://www.roffeypark.com/open-programmes/advanced-leadership-management-practice/) programme come in – not as a reward for good performance, but as the infrastructure that stops good managers quietly burning out in the first place. --- #### 3. Is our culture actually changing, or are we just saying the right things? If the change hasn’t reached how decisions actually get made day to day, it hasn’t landed yet – no matter what the engagement survey says. This question comes up most often after a values refresh, a restructure, or a new strategy launch. Leadership teams can genuinely believe culture has shifted because the language has shifted – new words in townhalls, updated values on the intranet – while the way decisions get escalated, the way disagreement gets handled, and who actually gets listened to in a meeting hasn’t moved at all. Real culture change shows up in unglamorous places: how a difficult decision was handled last month, whether someone felt able to challenge their manager, what got rewarded versus what got said out loud. It’s this gap – between the stated culture and the lived one – that our Organisational Health and Culture [consultancy](https://www.roffeypark.com/consultancy-offer/) work is built to surface and close. None of these are easy conversations, and none of them have a single right answer. But they’re the conversations organisations are actually having with us right now – and the reason this diary exists is to keep sharing them, honestly, as they happen. > ** So beyond this entry: which of these three is showing up in your organisation right now?** If you’d like to talk any of this through, our commercial team would welcome the conversation. That’s where most of these diary entries start. [Get in touch](#) --- --- title: "Beyond the Buzzword: Are we building resilience or asking people to tolerate too much?" url: "https://www.roffeypark.com/articles/beyond-the-buzzword-resilience/" lang: "en-GB" type: "post" description: "In our latest LinkedIn Newsletter, we launched our latest series: Beyond the Buzzword. Starting with resilience. Resilience has become part of the everyday language of work. We want resilient leaders. Resilient teams. Resilient organisations. We offer resilience training, talk about" last_modified: "2026-08-21T11:35:41+00:00" categories: [Change and Resilience] --- # Beyond the Buzzword: Are we building resilience or asking people to tolerate too much? In our latest[ LinkedIn Newsletter](https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=7094258569243439104), we launched our latest series: Beyond the Buzzword. Starting with resilience. Resilience has become part of the everyday language of work. We want resilient leaders. Resilient teams. Resilient organisations. We offer resilience training, talk about coping with pressure and encourage people to build the skills to navigate uncertainty. And there are good reasons for that. Work can be challenging. Leadership can be uncomfortable. Change is inevitable. Being able to recover, adapt and keep perspective matters. But there is a question we perhaps don’t ask often enough: **What exactly are we asking people to be resilient to?** ### When resilience becomes the answer to everything A difficult period. A demanding project. An unexpected setback. These are situations where personal resilience can make a genuine difference. But what about relentless workloads? Constantly changing priorities? Poorly designed roles? Unclear decision-making? A culture where people don’t feel able to challenge? Transformation after transformation without the time to absorb what has already changed? At some point, asking people to become more resilient stops addressing the problem. It simply makes them more able to live with it. And that distinction matters. ### Not everything should be bounced back from The language of resilience often focuses on the individual: how _you_ manage pressure, how _you_ respond to setbacks, how _you_ maintain your wellbeing. But people don’t experience work in isolation. Their ability to thrive is shaped by the systems around them: their manager, team, workload, organisational culture, structures, processes and the amount of control they have over their work. So when someone is struggling, perhaps the first question shouldn’t always be: > **“How can we help this person become more resilient?”** Perhaps we should also be asking: > **“What is happening around this person that is requiring so much resilience in the first place?”** That changes the conversation. ### Individual. Leadership. Organisation. As we know, resilience isn’t solely an individual responsibility. There are things individuals can develop: self-awareness, perspective, adaptability and the ability to navigate challenge. There are things leaders can influence: clarity, trust, psychological safety, priorities and whether people have genuine permission to say when something isn’t working. And there are things only organisations can address: structures, systems, workload, culture and how change itself is designed and led. If we only focus on the first, we risk trying to develop people to cope with conditions that should actually be changed. ### Resilience should not mean tolerance None of this means resilience has become irrelevant. Quite the opposite. In uncertain and complex organisations, the ability to adapt without losing sight of what matters is increasingly important. But genuine resilience isn’t endless endurance. It isn’t absorbing more work without question. It isn’t accepting poor behaviour. And it isn’t continuing to operate within a broken system because you’ve learned better techniques for managing the pressure it creates. Sometimes resilience means recovering. Sometimes it means adapting. Sometimes it means challenging. And sometimes it means recognising that something needs to change. Resilience, like so many of the capabilities we expect at work, needs to be developed and practised, not simply expected. It’s something we’ll be exploring further through our new [**Skillbuilders**](https://www.roffeypark.com/skillbuilders-early-access/), launching soon with focused development designed to fit alongside the realities of work. [Get Early Access Here](#) Perhaps the real test of a resilient organisation isn’t simply **how much its people can withstand**. It’s whether the organisation is capable of listening, learning and changing too. **So, beyond the buzzword: what does resilience look like in your organisation?** Are you developing people’s capacity to navigate genuine challenge, or relying on their resilience to compensate for problems elsewhere? [Subscribe to our LinkedIn Newsletter](#) --- --- title: "Solution Finder" url: "https://www.roffeypark.com/solution-finder/" lang: "en-GB" type: "page" last_modified: "2026-07-16T15:03:56+00:00" --- # Solution Finder --- --- title: "Research Paper – Manager as Consultant" url: "https://www.roffeypark.com/articles/research-paper-manager-as-consultant/" lang: "en-GB" type: "post" description: "Manager as Consultant is a thought paper exploring how managers can adopt the mindset and practices of skilled consultants to lead more effectively through uncertainty and change. As organisations face increasing volatility and complexity, traditional management approaches - built around" last_modified: "2026-07-07T12:30:16+00:00" categories: [Research] --- # Research Paper – Manager as Consultant **Manager as Consultant is a thought paper exploring how managers can adopt the mindset and practices of skilled consultants to lead more effectively through uncertainty and change.** As organisations face increasing volatility and complexity, traditional management approaches – built around delivering certainty, speed and control – are proving inadequate to the challenges leaders now face. Yet the alternative, an approach rooted in curiosity, reflection and collaborative sense-making, remains underdeveloped in most management cultures. This paper draws on Roffey Park’s extensive consulting, coaching and facilitation experience to build a practical framework for what it means to manage like a consultant. It examines not only what this shift in mindset requires, but also the discomfort, humility and self-awareness it demands of those who attempt it. The paper identifies six core practices of the ‘Manager as Consultant’: - Create holding space - Manage yourself - Listen bravely - Interpret openly - Move mindfully - Develop other consultants as managers Alongside each practice, the paper explores real and illustrative examples – from a public sector lawyer navigating a shift towards innovation, to lessons drawn from social work supervision and high-profile moments of organisational and public failure. It finds that becoming a Manager as Consultant is less about acquiring new techniques than about a deeper shift in how managers see themselves, their teams and their relationship to uncertainty. The paper concludes with a call to action: that consulting skills are too valuable to remain the preserve of those with “Consultant” in their job title, and that any manager can learn to apply them. **Why read this paper?** - Understand why traditional management often struggles in the face of uncertainty and change - Explore six practical, actionable practices for managing like a consultant - Gain insight into the mindset shifts – from directing to facilitating, from authenticity to congruence — that underpin sustainable change - Learn from real-world examples of managers navigating ambiguous, high-stakes situations - Discover how developing others as consultants strengthens both individual and organisational performance Read the paper to explore a practical, human-centred framework for leading through the uncertainty that defines modern organisational life. ## Complete the form to download your FREE copy now! --- --- title: "Skillbuilders Early Access" url: "https://www.roffeypark.com/skillbuilders-early-access/" lang: "en-GB" type: "page" description: "Download BrochureDownload BrochureDownload Brochure" last_modified: "2026-08-24T08:28:11+00:00" custom_fields: wpex_disable_title: "on" --- # Skillbuilders Early Access ##### Price: £125 [Download Brochure](https://www.roffeypark.com/wp-content/uploads/2026/07/Skillbuilder-Personal-Resilience.pdf) ##### Priced From: £495 [Download Brochure](https://www.roffeypark.com/wp-content/uploads/2026/07/Skillbuilder-Impact-and-Influence.pdf) ##### Price: £895 [Download Brochure](https://www.roffeypark.com/wp-content/uploads/2026/07/Skillbuilder-Facilitation-Skills.pdf) X/TwitterThis field is for validation purposes and should be left unchanged. Name(Required) First Last Company(Required) Job Title(Required) Email(Required) Phone(Required) Which Skillbuilders are you Interested in? Personal Resilience Impact and Influence Facilitation Skills Privacy(Required) I accept the Roffey Park [Terms and Conditions](https://www.roffeypark.com/terms-conditions/) and [Privacy Policy](https://www.roffeypark.com/privacy-policy/). Marking Opt-Out Please do not send me any marketing Submit Δ --- --- title: "A Word from Our Chair as We Mark Eighty Years" url: "https://www.roffeypark.com/articles/a-word-from-our-chair-as-we-mark-eighty-years/" lang: "en-GB" type: "post" description: "Eighty years ago, following the end of the world war, a group of visionary leaders made a bold and remarkably decision. They recognised that the wellbeing of people at work was not a luxury, it was a foundation of success." last_modified: "2026-06-23T16:52:19+00:00" categories: [Company News] --- # A Word from Our Chair as We Mark Eighty Years Eighty years ago, following the end of the world war, a group of visionary leaders made a bold and remarkably decision. They recognised that the wellbeing of people at work was not a luxury, it was a foundation of success. In 1946, Roffey Park Institute was established to support people in industry who were suffering from overwork, nervous strain, and the profound anxieties of post wartime Britain. Its purpose was simple and enduring: to help people flourish in their working lives so they can give their best to the world. Eight decades on, that founding purpose has never felt more relevant today. The world Roffey Park began in, has been transformed beyond recognition. We have witnessed the dismantling of post-war economic agreements, the rise of globalisation, the Cold War and its end, the digital revolution, financial crises, a global pandemic, and the emergence of artificial intelligence reshaping the nature of work and society. Political systems have evolved, and geopolitical certainties have shifted to a new multi polar reality. The very contract between organisations and the people who work within them is being reimagined. Through every chapter of this extraordinary eighty years, Roffey Park has remained a constant, adapting, evolving, and always returning to its core conviction: that when leaders, teams and organisations are developed well, real and lasting good is created in the world of work. From our first residential programme in 1947, exploring how psychological principles could shape human relations in industry, to the bespoke leadership and organisational development work we deliver today across the UK, Ireland and internationally. The thread running through everything we do, is our belief in the potential of every person, whatever their role. We are proud to be a registered charity. Our work is not driven by shareholder return, it is driven by purpose. We exist to support leaders at every level, to strengthen teams, and to help organisations become places where people can genuinely thrive. That is as true today as it was in 1946. As Chair of the Board of Trustees, I want to express my deep gratitude to every member of the Roffey Park community past and present, to our clients and partners who have placed their trust in us, and to the staff and faculty who bring this institution to life every day. You are the reason this anniversary matters. I speak not only as Chair, but as someone whose entire relationship with Roffey Park has shaped who I am. Over the course of my career I have been a participant, a client, a Trustee, and now Chair. At every stage, the personal and professional development I have experienced here has helped me both as a person and as a professional. For that, I will be eternally grateful. Eighty years is a milestone worth celebrating. But more than anything, it is a reminder of what endures: a belief that work, at its best, is where human potential is realised. That is the Roffey Park mission. That remains our commitment today and for the future. _**Roger Leek – Chair of the Board**_ --- --- title: "Research Paper – Transformers for Hire" url: "https://www.roffeypark.com/articles/research-paper-transformers-for-hire/" lang: "en-GB" type: "post" description: "Transformers for Hire is a research report exploring the lived experiences of interim professionals — the highly skilled specialists organisations turn to at moments of uncertainty, disruption and change. As organisations face increasing volatility and structural pressure, the use of" last_modified: "2026-07-07T12:30:38+00:00" categories: [Research] --- # Research Paper – Transformers for Hire **Transformers for Hire is a research report exploring the lived experiences of interim professionals — the highly skilled specialists organisations turn to at moments of uncertainty, disruption and change.** As organisations face increasing volatility and structural pressure, the use of interim professionals is becoming a more visible and significant feature of working life. Yet despite their growing role, the experiences of those who work this way — and the conditions that make it successful — have remained largely underexplored. This report draws on in-depth qualitative research with experienced interim professionals and specialist recruitment organisations to build a rich, grounded picture of what interim working really looks like. It examines not only what makes assignments succeed, but also the tensions, vulnerabilities and inequalities that can accompany this way of working. **The research identifies five key indicators of successful interim working:** - Deep expertise and experience - Clarity of purpose and deliverables - Effective transitions — starting and leaving well - Personal agency and boundary management - Organisational conditions to support success Alongside individual factors, the report explores the wider market context, including the impact of IR35 legislation, sector trends, and the gender inequalities shaping access to interim work. It finds that the conditions which make interim work viable vary considerably depending on sector, career stage, network and domestic circumstance — and that the market is more uneven and under pressure than it may first appear. The report concludes with a practical guide to best practice for both interim professionals and the organisations that hire them. **Why download this report?** - Understand what makes interim assignments succeed — and what causes them to fail - Explore the personality traits, career factors and domestic circumstances that enable successful interim working - Gain insight into current market conditions, including the impact of IR35 and sector-level shifts - Learn practical best practice guidance for interim professionals and hiring organisations alike - Understand the inequalities shaping the interim workforce and what they mean for organisations **Download the report** to gain evidence-based insight into one of the most important yet least understood parts of the modern workforce. ## Complete the form to download your FREE copy now! --- --- title: "Find the right solution for you" url: "https://www.roffeypark.com/find-the-right-solution-for-you/" lang: "en-GB" type: "page" last_modified: "2026-06-23T09:04:00+00:00" --- # Find the right solution for you --- --- title: "Open Programmes" url: "https://www.roffeypark.com/new-open-programmes/" lang: "en-GB" type: "page" last_modified: "2026-06-18T12:51:41+00:00" custom_fields: wpex_disable_title: "on" --- # Open Programmes --- --- title: "Balancing work, study and leadership development" url: "https://www.roffeypark.com/articles/balancing-work-study-and-leadership-development/" lang: "en-GB" type: "post" description: "Starting an MSc leadership and management is exciting on day one. By week six, it can feel like you’ve added another role to an already full life. Most people who choose the Roffey Park’s part time MSc leadership and management" last_modified: "2026-02-17T17:56:17+00:00" categories: [Leadership Development, Management Development] tags: [leadership and management, leadership and management degree part time, Leadership and Management Masters, Leadership development for experienced professionals, leadership masters uk, masters in leadership and management uk, MSc Leadership and Management, msc leadership for working professionals, MSc Leadership UK, part time msc leadership and management, postgraduate degree, Postgraduate Leadership degree] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Balancing work, study and leadership development Starting an **MSc leadership and management** is exciting on day one. By week six, it can feel like you’ve added another role to an already full life. Most people who choose the Roffey Park’s **part time MSc leadership and management** are already: - Leading teams and projects - Managing complex workloads - Navigating organisational change - Balancing family and personal commitments So the challenge isn’t just academic. It’s human. How do you grow as a leader without burning out along the way?   #### **Start with reality, not perfection** Many professionals begin a **master’s in leadership and management **expecting to do everything brilliantly at once. Work, study, leadership, life. Balance doesn’t look like symmetry. It looks like honest negotiation. Those who thrive on an **MSc leadership for working professionals** tend to: - Study in steady rhythms, not sprints - Integrate learning into real work - Accept some weeks will be messy - Treat development as a long game At Roffey Park, the programme is designed around that reality, not an idealised student life.   #### **Turn your workplace into your classroom** The great advantage of a **part time degree **is immediacy. You can use the programme to: - Explore live challenges in assignments - Test new approaches with your team - Reflect on real dilemmas - Bring theory into Monday morning conversations This is how our **leadership and management postgraduate degree** becomes genuinely transformative.  Learning and working stop competing and start collaborating.   #### **Have honest conversations early** A key factor in succeeding on a **part time MSc leadership and management** is employer understanding. Support might look like: - Protected study time - Flexibility around deadlines - Access to organisational projects - Space for reflective practice Organisations benefit directly from someone studying a **leadership masters**. You’re bringing fresh thinking straight back into the system.   #### **Build habits, not heroics** People who complete an **MSc leadership and management** rarely rely on motivation alone. They build simple routines: - Short, regular study blocks - Clear boundaries with work - Peer support from their cohort - Realistic reading plans The programme’s dialogic learning spaces at Roffey Park are designed to support exactly this.  Learning together rather than struggling alone.   #### **Let your identity grow gradually** A **leadership and management masters** isn’t only intellectual. It’s personal. Many professionals notice shifts in how they: - See themselves as leaders - Handle confidence and doubt - Work with power and authority - Relate to colleagues #### #### **Common pressure points** **Deadlines vs work pressures** Use your role as material. A strong **MSc leadership for working professionals** should allow your real context to shape your assessments. **Energy dips** Progress on a **leadership and management degree **rarely looks like a straight line.  That’s normal. **Imposter feelings** Almost everyone experiences this. It’s a sign of stretching, not failing. Discomfort is often where real development lives and it’s at the heart of the Roffey Park approach.   #### **Remember why you started** People choose a **MSc leadership and management** because they want more than to cope. They want to: - Lead with confidence - Influence meaningfully - Shape better workplaces - Grow beyond technical expertise Balancing work and study aren’t a distraction from that goal, it’s part of becoming the leader you want to be.   #### **Take the next step** If you’re wondering how study could fit around your real life, we’re happy to talk it through. 👉 [**Explore the Roffey Park MSc in Leadership & Management**](https://roffeypark.ac.uk/msc-leadership-and-management/) --- --- title: "Complete guide to studying an MSc in Leadership & Management in the UK: the Roffey Park approach" url: "https://www.roffeypark.com/articles/complete-guide-to-studying-an-msc-in-leadership-management/" lang: "en-GB" type: "post" description: "Many programmes teach leadership. Roffey Park focuses on developing leaders. The Roffey Park MSc in Leadership and Management is built on decades of research and practice. It’s systemic and grounded in real work. It is also awarded in partnership with" last_modified: "2026-02-17T17:45:04+00:00" categories: [Leadership Development, Management Development] tags: [leadership and management, leadership and management degree part time, Leadership and Management Masters, Leadership development for experienced professionals, leadership masters uk, masters in leadership and management uk, MSc Leadership and Management, msc leadership for working professionals, MSc Leadership UK, part time msc leadership and management, postgraduate degree, Postgraduate Leadership degree] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Complete guide to studying an MSc in Leadership & Management in the UK: the Roffey Park approach Many programmes teach leadership. Roffey Park focuses on **developing leaders**. The **Roffey Park MSc in Leadership and Management** is built on decades of research and practice. It’s systemic and grounded in real work. It is also awarded in partnership with the University of Sussex, meaning you graduate with a recognised **University of Sussex MSc qualification** whilst experiencing the distinctive Roffey Park learning experience. You gain both: the depth of an informed, practice-based approach and the academic rigour and credibility of a respected UK university.   #### **What this programme really does** A Roffey Park **leadership and management masters** helps you: - Think systemically about organisations - Lead ethically in complexity - Develop others with confidence - Integrate learning with live challenges It’s an **MSc leadership and management** for professionals who want depth, not quick fixes.   #### **Format explained** **Part-time online – 24 months** - Live facilitated sessions - Practice-based assessments - Learning communities - Work-based inquiry A true **part time** **leadership and management degree **is shaped around your role, not away from it.   #### **Entry requirements: beyond the paperwork** We typically look for: - Professional experience - Experience of managing or leading people - Motivation to reflect and learn The Roffey Park approach values your lived experience. The essence of an **MSc leadership for working professionals**.   #### **What you should expect to study** Our credible **leadership and management postgraduate degree** covers: - Principles and theories of leadership - Leadership in practice - Contemporary issues affecting leadership and management The difference is how learning connects to your real leadership context.   #### **Who this degree is for** Professionals who want to: - Move from technical expert to leader - Influence beyond hierarchy - Shape culture - Build sustainable organisations If you want purely technical management training, this might not be right for you. If you want to become a more thoughtful, courageous leader, this is your space.   #### **Taking the next step** Choosing the right **master’s in leadership and management UK** is about finding a programme that develops you, not just assesses you. 👉 [**Discover the Roffey Park MSc in Leadership & Management**](https://roffeypark.ac.uk/msc-leadership-and-management/) --- --- title: "How to move from manager to leader: do you need a master’s?" url: "https://www.roffeypark.com/articles/how-to-move-from-manager-to-leader/" lang: "en-GB" type: "post" description: "Most people don’t decide to “become leaders” one day. They grow into it, often in moments of uncertainty, responsibility or change. The shift isn’t from competence to promotion. It’s from managing work to understanding yourself, others and the systems you’re" last_modified: "2026-02-17T17:45:39+00:00" categories: [Leadership Development, Management Development] tags: [leadership and management, leadership and management degree part time, Leadership and Management Masters, Leadership development for experienced professionals, leadership masters uk, masters in leadership and management uk, MSc Leadership and Management, msc leadership for working professionals, MSc Leadership UK, part time msc leadership and management, postgraduate degree, Postgraduate Leadership degree] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # How to move from manager to leader: do you need a master’s? Most people don’t decide to “become leaders” one day. They grow into it, often in moments of uncertainty, responsibility or change. The shift isn’t from competence to promotion. It’s from managing work to understanding yourself, others and the systems you’re part of. That’s usually when the question appears: > **Is experience enough or do I need something like an MSc leadership and management to make the shift?** #### #### **Management is about process. Leadership is about people.** You might be excellent at: - Planning and delivery - Performance management - Operational decisions - Keeping work on track Leadership asks for more: - Strategic judgement - Emotional intelligence - Culture building - Leading change, not just tasks This is where many professionals begin exploring a **leadership and management masters** grounded in reflective, human-centred practice.   #### **The moment experience stops being enough** We often hear: - “I’m leading former peers and it’s complicated.” - “I need to influence senior stakeholders.” - “I’m expected to think strategically, but no one taught me how.” A strong **MSc in leadership for working professionals** gives you space to step back, reflect and rebuild how you lead, rather than simply cope.   #### **Why professionals choose this route** Credibility matters. A UK **masters in leadership and management** can help you: - Speak the language of senior leaders - Shape culture and systems - Move from training delivery to leadership development - Become a trusted organisational partner That’s why many choose a **part time MSc leadership and management** while continuing to work.   #### **What’s different from short courses?** Short programmes build skills. A **leadership and management postgraduate degree** reshapes how you think and act. You develop the ability to: - Handle complexity without easy answers - Work ethically with power - Develop others, not just direct them - Build an authentic leadership style This is the deeper shift a **leadership masters **is designed to create.   #### **Do you actually need a master’s?** Not everyone does. You might need one if you want to: - Move from managing work to leading people - Influence beyond your job description - Step into senior or strategic roles - Build long-term leadership credibility Become a leader others choose to follow.   #### **Continue the conversation** If this reflects the questions you’re asking yourself, explore how the Roffey Park approach could support your next step. 👉 [**Explore the Roffey Park MSc in Leadership & Management**](https://roffeypark.ac.uk/msc-leadership-and-management/) --- --- title: "Is an MSc in Leadership & Management worth it in 2026?" url: "https://www.roffeypark.com/articles/is-an-msc-in-leadership-and-management-worth-it/" lang: "en-GB" type: "post" description: "If you’re exploring postgraduate study, you’re not looking for theory alone. You want leadership development that changes how you work, think and influence. The Roffey Park MSc in Leadership and Management is designed for experienced professionals who want to lead" last_modified: "2026-02-17T17:23:27+00:00" categories: [Leadership Development, Management Development] tags: [leadership and management, leadership and management degree part time, Leadership and Management Masters, Leadership development for experienced professionals, leadership masters uk, masters in leadership and management uk, MSc Leadership and Management, msc leadership for working professionals, MSc Leadership UK, part time msc leadership and management, postgraduate degree, Postgraduate Leadership degree] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Is an MSc in Leadership & Management worth it in 2026? If you’re exploring postgraduate study, you’re not looking for theory alone. You want leadership development that changes how you work, think and influence. The **Roffey Park MSc in Leadership and Management** is designed for experienced professionals who want to lead more thoughtfully in complex, human organisations. The real question isn’t whether an **MSc Leadership and Management** looks good on a CV, but whether it will help you lead better on Monday morning.   #### **What can you do with an MSc in Leadership & Management?** A **Leadership and Management masters** opens multiple pathways. Graduates often move into senior roles with a focus on: - Strategy and planning - Project management - Business development - Human Resource management and people development Yet the deeper outcome is capability: confidence in complexity, ethical judgement, relational leadership and the ability to work with whole systems. That is what a strong **leadership and management postgraduate degree** should develop.   #### **How long does an MSc in Leadership & Management with Roffey Park take?** - **Part-time online:** 24 months - Designed around full-time work - Learning integrated with your organisational reality The programme is built as a **part time MSc leadership and management** for people who are already leading.  It’s for those who can’t or don’t want to step away from their careers.   #### **Entry requirements and what really matters** More than previous grades, the programme looks for: - Professional experience and responsibility - Readiness to reflect on your practice - Commitment to ethical, human-centred leadership This reflects the spirit of the **Leadership masters **approach at Roffey Park: leadership as lived practice, not just academic performance.   #### **Online vs blended: learning with human connection** The Roffey Park MSc is online, but not distant. Live dialogic sessions, facilitated groups and reflective spaces mirror how leadership actually happens in relationship. For many professionals this offers the best of both: the flexibility of an **MSc Leadership for working professionals** with the depth of genuine peer learning.   #### **So, is it worth it?** Yes! If you want to: - Strengthen your leadership identity - Work more confidently with complexity - Lead change with humanity - Build long-term credibility That is the promise at the heart of the Roffey Park **MSc Leadership and Management**.   #### **Take the next step** If you’re weighing up whether this programme is right for you, start with a closer look at the course and how it fits your context. 👉 [**Find out more about the Roffey Park MSc in Leadership & Management**](https://roffeypark.ac.uk/msc-leadership-and-management/) --- --- title: "Stats for Change" url: "https://www.roffeypark.com/articles/stats-for-change/" lang: "en-GB" type: "post" description: "Written by Ben Baginsky, Programme Director   When you are presented with a complex challenge, what is your first response? Are you more likely to reach for a phone, a pen, or a computer? We each have preferred ways of" last_modified: "2026-02-11T18:34:07+00:00" categories: [Research] tags: [Bias Awareness, Complexity, Cynefin, Data And Human Insight, Decision Making, Interdisciplinary Working, leadership, People Centred Leadership, Sense Making] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Stats for Change ###### _Written by Ben Baginsky, Programme Director_   When you are presented with a complex challenge, what is your first response? Are you more likely to reach for a phone, a pen, or a computer? We each have preferred ways of receiving information, processing information, and communicating information. Some of us prefer to talk a problem through, others to create, and others to calculate. Too often, the talkers, the creators, and the computers don’t communicate well enough with each other. I was recently in a consulting session with a group of senior leaders in a public sector organisation. We spent the morning working together on the struggle one member of the group was having getting their organisation to create a more dynamic system for managing clients without risking organisational reputation. They described to me and the group a system with multiple competing stakeholders. Each had different motivations and dug their heels in to protect their own interests. This was highly political, complex work, calling for smart, informed, skilful leadership. With a boardmarker in my hand, capturing the challenge on a flipchart with the group of mainly technical experts gathered around me, it struck me particularly hard how each one of us was seeing the challenge through our own lens and how challenging it was to undo that. Me on one side with my Roffey Park person-centred approach, and the group on the other with their technical orientation. We did a good job of working the challenge, of bringing forth the best of our different worldviews; but genuinely bridging the divide required more than the commitment we’d all made at the start of the session to be open-minded and creative in working together. #### #### Stepping Outside Familiar Thinking Leaders often find it hard to identify strategies for avoiding narrow or biased thinking that actually work. I recently took part in an experiment I at first thought I could have done without. The experiment placed a people-centred organisational consultant in an advanced statistics class. As I emerged from this uncomfortable experience, I gained one insight into how leaders and consultants might step outside the familiar zones of their brains. They can then see challenges more vividly and make better choices in how to respond. A framework we often use at Roffey Park is ‘Cynefin’, which details different types of work – clear, complicated and complex. Complex work demands the greatest part of our attention as organisational development consultants. Technical expertise can shift even the most complicated problems, but complexity requires different and more hard-to-acquire capability. Yet no work fits neatly into one Cynefin category. Even the most complex work contains clear and complicated elements. My concern is that too often, especially when working with technical leaders, we jump to a definition of ‘complex’ – and stay there. We fail to attend to the other, adjacent types of work, and the overlaps that exist between them. #### #### Seeing Beyond One Lane Very often, leaders or groups will try to view complex work as complicated. This can become a tactic for avoiding hard work. I’m not in favour of that. I favour an approach that captures the full 360 degrees of a situation, rather than just the angle our brain finds most attractive. This is beautifully captured by Hassard in his 1993 study of the British Fire Service. He examines the changes taking place within the service through research blending positivist, interpretivist and critical approaches. Organisations often encourage researchers, as with consultants and leaders, to stick to their lane. Numbers and words don’t mix. Hassard insists they should. His work is not pure numbers research nor pure words research; it is rounded and relevant in its holistic nature. What I am saying here is simple: let’s follow Hassard’s lead and do more of the same in our own work. #### #### Opening a Path Between Worlds With that aim in mind, I share here three core statistical concepts that word-oriented consultants and leaders like me might find intimidating, but could be illuminating. I present them as simply as possible while retaining their shape and logic. I offer them as one way to create a more open path between ways of seeing the world that often don’t meet. When they fail to meet, we lose opportunities to generate meaningful change. ##### ##### Statistical Concept 1 – Mean, Median, Mode The word ‘average’ is used a lot; though the different forms it can take are not always well understood. Recognising these distinctions starts with understanding the different types of ‘average’ and what each can reveal. The mean is all of the observed data added together and divided by the total number of datapoints. The median is the number that sits at the 50% mark when you divide a set of datapoints into two equal parts. The mode is the data point that shows up most frequently. When you are working with a group, is your decision-making based on what most people are saying? Do you rely on where the exact middle of opinion sits, or on the loudest voices? Could making a more conscious choice about what counts as a valid ‘average’ help you support teams more effectively? ##### Statistical Concept 2 – Autoregression This is the idea that a current piece of data relates to the last piece gathered about the same situation. Today’s price of a particular stock is likely to relate to the price of that stock the last time it was measured. The problem with autoregression is that you need to treat it cautiously. How certain are you that the data you’re basing your forecast on is reliable? Was a factor affecting one element true before but not now? You’d expect, for example, to see different staff survey results when a stressor is present compared with when it has been removed. Many of us base what will happen now on what has just happened. We think of the last leader we worked with, or what the last person in a group said or did. Sometimes this helps, sometimes it doesn’t. ##### Statistical Concept 3 – The Null Hypothesis Several statistical tests use this principle. You begin with a model and seek to disprove it. It is the statistical equivalent of being innocent until proven guilty. Your goal as a researcher is to prove that an idea is wrong, rather than that it is right. You need a significant amount of certainty before you can reject that something is the case. Researchers need to prove this beyond reasonable doubt, and they can set that level at different points. In credible research the very least you need to do is disclose your degree of reasonable doubt. Are you 99%, 95% or 90% certain of what you assert? I don’t remember the last time I heard a leader or a consultant make a similar disclosure. #### #### Making the Unapproachable Accessible These remain fairly superficial ideas. We could go deeper. My statistics professor might cringe at how over-simply I have described them. But the idea feels important. Leaders and enablers of change have a lot to gain when they challenge the foundations of their thinking through available tools. These tools often sit just across the corridor in a different unit of the same business or school. They sometimes wear clothes that make them feel unapproachable. The opportunity lies in making them less so. --- --- title: "Research Paper – Organisational Values" url: "https://www.roffeypark.com/articles/research-paper-organisational-values/" lang: "en-GB" type: "post" description: "Organisational Values is a practical white paper that explores how values influence organisational culture, leadership behaviour and everyday decision-making at work. In today’s complex and fast-changing environments, organisations face growing pressure to adapt while maintaining trust and credibility. As a" last_modified: "2026-01-15T17:19:27+00:00" categories: [Research] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Research Paper – Organisational Values **Organisational Values** is a practical white paper that explores how values influence organisational culture, leadership behaviour and everyday decision-making at work. In today’s complex and fast-changing environments, organisations face growing pressure to adapt while maintaining trust and credibility. As a result, this paper makes a clear argument: organisational values are not just words on a wall. Instead, they shape how people behave, how decisions are made and how work is experienced every day. When values are lived consistently, they support engagement, wellbeing and sustainable performance. However, when values are treated as symbolic, they can undermine morale and culture. The white paper draws on three in-depth research studies across different organisational settings: - Purpose-led and B-Corp organisations - Health and social care organisations - A large multinational energy organisation Across these contexts, the research shows how values are formed, challenged and enacted in real workplaces. In particular, it explores what happens when individual and organisational values align, and what leaders must address when they do not. By combining research, real-world case material and reflective insight, the paper offers practical learning for leaders, HR and OD professionals, and those working with culture and change. At the same time, it highlights both the benefits of values-led organisations, such as trust, resilience and engagement, and the risks of inconsistency, misalignment and tokenism. ###### Why download this white paper? - Understand how organisational values shape culture and behaviour - Explore how values influence wellbeing, motivation and performance - Learn from real organisational research and lived experience - Strengthen your approach to values-led leadership and change **Download the white paper** to gain clear, grounded insight into how working with organisational values can support meaningful, sustainable change. ## Complete the form to download your FREE copy now! --- --- title: "Alternative Accommodation" url: "https://www.roffeypark.com/alternative-accommodation/" lang: "en-GB" type: "page" description: "Find out more >Find out more >Find out more >Find out more >Find out more >Find out more >Find out more >Find out more >" last_modified: "2026-05-22T09:57:00+00:00" custom_fields: wpex_disable_title: "on" --- # Alternative Accommodation # Alternative Accommodation If in the rare instance we’re not able to provide accommodation at Roffey Park Venue for your training, please find below some alternative local accommodation options. ![](https://www.roffeypark.com/wp-content/uploads/2025/12/cottestmore.webp) ### Cottesmore Golf & Hotel The Cottesmore has 26 en-suite elegant bedrooms all with a rural-chic feel and some with views over the golf course. The seven charming, well-equipped, self-catering lodges provide a great alternative to families and small groups. [Find out more >](https://www.cottesmoregolf.co.uk/hotel) ![](https://www.roffeypark.com/wp-content/uploads/2025/12/premier-inn.webp) ### Premier Inn - Horsham Premier Inn Horsham North (Horsham Station) is a convenient and comfortable hotel in Horsham, West Sussex, located directly opposite Horsham railway station with easy links to London and Gatwick Airport. The hotel offers modern, smoke-free rooms with free Wi-Fi, super-comfy beds and family and accessible options, alongside free on-site parking and a 24-hour reception. An on-site restaurant serves breakfast and dinner, and Horsham town centre, Horsham Park and local attractions are all within a short walk, making it well suited to both business and leisure stays. [Find out more >](https://www.premierinn.com/gb/en/hotels/england/west-sussex/horsham/horsham-north-horsham-station.html?cid=GLBC_HORSTA) ![](https://www.roffeypark.com/wp-content/uploads/2025/12/Screenshot-2025-12-18-120313.jpg) ### @FL Stay @FL (part of the @FL experience) is a luxury boutique bed & breakfast and hospitality venue in mid-West Sussex, set in tranquil countryside between Tilgate Forest and farmland near Pease Pottage and Crawley. It combines beautifully appointed guest suites with high-end touches like premium bedding, memory-foam mattresses, heated rain-showers and a peaceful garden retreat, alongside an inviting on-site restaurant and cooked-to-order breakfast included with stays. Guests enjoy free Wi-Fi, self-parking and the option of private dining, spa experiences and special-occasion packages in a relaxed rural setting that’s still close to local attractions and transport links. [Find out more >](https://at-fl.co.uk/) ![](https://www.roffeypark.com/wp-content/uploads/2025/12/south-lodge-aug-21-637.jpg) ### South Lodge - Horsham **South Lodge** is a luxurious 5-star country house hotel and spa set in about 93 acres of landscaped Sussex countryside near Horsham, West Sussex. It combines elegant individually designed rooms and suites with world-class leisure facilities, including a state-of-the-art spa with pools, treatments and fitness spaces, as well as fine dining across multiple restaurants such as the Michelin-starred _The Pass_ and seasonal British cuisine at _Camellia_. The hotel’s historic yet contemporary charm, extensive gardens, wellness offerings and excellent location—around an hour from London and close to Gatwick—make it a popular choice for romantic breaks, special occasions, weddings and relaxing rural retreats. [Find out more >](https://www.exclusive.co.uk/south-lodge/) ![](https://www.roffeypark.com/wp-content/uploads/2025/12/8967-hsh04-omspa-232-1-.jpg) ### Ockenden Manor **Ockenden Manor Hotel & Spa** is a charming and elegant 4-star hotel and spa set in a historic Elizabethan manor house in the pretty village of Cuckfield, West Sussex, surrounded by around nine acres of landscaped gardens and countryside. It combines individually styled rooms and suites with free Wi-Fi, free parking and an award-winning restaurant serving breakfast, lunch and dinner, alongside a contemporary spa complex featuring indoor/outdoor pools, treatment rooms, sauna and more for relaxing getaways. The property’s mix of traditional country-house character, modern wellness facilities and proximity to local attractions makes it a popular choice for romantic breaks, special occasions or tranquil rural stays within easy reach of London and Gatwick. [Find out more >](https://www.hshotels.co.uk/ockenden-manor) ![](https://www.roffeypark.com/wp-content/uploads/2025/12/LeonardsleeHouseStayHotelSussex.webp) ### Leonardslee House Stay **Leonardslee House Stay** is a luxurious boutique country-house experience set within the historic Grade II-listed Leonardslee House in West Sussex, nestled on a scenic valley ridge amid the renowned Leonardslee Lakes & Gardens. The property features ten individually styled, bespoke bedrooms with en-suite bathrooms, elegant décor and modern comforts, alongside daily breakfast and close access to world-class botanical gardens and fine dining at its Michelin-key award-winning restaurant. Its tranquil and romantic setting—just a short drive from Horsham and Gatwick—makes it ideal for high-end getaways, special occasions or immersive stays in the heart of quintessential English countryside. [Find out more >](https://www.leonardsleegardens.co.uk/leonardslee-house-stay) ![](https://www.roffeypark.com/wp-content/uploads/2025/12/springfields.webp) ### Springfields Hotel **Springfields Hotel** is a charming small bed-and-breakfast-style hotel in the heart of Horsham, West Sussex, offering 11 individually decorated, en-suite rooms with free Wi-Fi, flat-screen TVs and a hearty cooked breakfast included with your stay. It’s within easy walking distance of the town centre, local shops, bars and theatres, with free on-site parking and a friendly, personalised welcome that makes it popular with business travellers, theatre-goers and guests attending local weddings or events. [Find out more >](https://www.springfieldshotel.co.uk/) ![](https://www.roffeypark.com/wp-content/uploads/2025/12/horsham-travelodge.webp) ### Travelodge - Horsham **Travelodge Horsham Central** is a budget-friendly hotel in the heart of Horsham, West Sussex, offering comfortable, contemporary rooms with Travelodge’s signature king-size **Dreamer® beds**, flat-screen TVs, tea/coffee facilities and Wi-Fi. Situated within easy walking distance of Horsham’s shops, restaurants, theatres and Horsham Park, it provides a convenient base for exploring the historic market town and nearby attractions. The hotel features 24/7 reception, snacks and drinks available around the clock, pet-friendly options and nearby paid parking, making it a practical choice for both leisure and business stays. [Find out more >](https://www.travelodge.co.uk/hotels/426/Horsham-Central-hotel) ### About Roffey Park Institute Roffey Park Institute is a centre of expertise in organisational development and a pioneer of action learning for over 75 years. For the last thirty years, our MSc in People and Organisational Development has been at the forefront of developing the practice and field of OD which enables people and organisations to thrive. Our 2025 OD Conference will take place on 24-25 October at Roffey Park Institute and we’re finalising the details of an exciting programme which includes. - International keynote speakers - Practical workshops - Space and time for learning and networking with practising OD professionals [Find out more](https://www.roffeypark.com/why-roffey-park-institute/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/Download-Now-1.png)](https://www.roffeypark.com/wp-content/uploads/2026/08/Welcome-to-Roffey-Park-Institute.pdf) ## Make an enquiry X/TwitterThis field is for validation purposes and should be left unchanged. Name(Required) First Last Company(Required) Job Title(Required) Email(Required) Phone(Required) Please tell us what you are interested in(Required)Please selectGeneralOpen ProgrammesMSc in People and Organisational DevelopmentIn-house ProgrammesTailored ProgrammesConsultancyVenue HireResearch ServicesAcademic Programmes Please provide more details of your enquiry(Required) Privacy(Required) I accept the Roffey Park [Terms and Conditions](https://www.roffeypark.com/terms-conditions/) and [Privacy Policy](https://www.roffeypark.com/privacy-policy/). Marking Opt-Out Please do not send me any marketing Submit Δ --- --- title: "Roffey Insight Episode Three: Collective Leadership" url: "https://www.roffeypark.com/articles/roffey-insight-episode-three-collective-leadership/" lang: "en-GB" type: "post" description: "Traditional leadership has often focused on individuals. Their traits, strengths and personal impact. This episode offers a different perspective. In Episode 3, Rebekah explores collective leadership and how our understanding of leadership has evolved over time. The conversation looks at" last_modified: "2025-12-16T17:59:25+00:00" categories: [Podcast] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Roffey Insight Episode Three: Collective Leadership Traditional leadership has often focused on individuals. Their traits, strengths and personal impact. This episode offers a different perspective. In Episode 3, Rebekah explores **collective leadership** and how our understanding of leadership has evolved over time. The conversation looks at what changes when we move away from focusing on _who a leader is_ and instead pay attention to _what leadership does_. It reflects on the long-standing influence of trait-based leadership models, where development centred on individual capability and contrasts this with collective approaches that treat skills, experience and insight as shared resources. This isn’t a theoretical discussion. Drawing on lived experience, the conversation explores where collective leadership is already working in practice, what it looks like day to day and how it differs from more familiar, hierarchical models of leadership. The episode also examines the tension between traditional and less common views of leadership, shifting from authority and role to contribution and relationship and from individual impact to collective capability. It’s a practical and reflective exploration of leadership as something we do together and what becomes possible when responsibility, learning and influence are shared. **Listen to Episode 3 now:** --- --- title: "Thank you for your Roffey Park MSc Application" url: "https://www.roffeypark.com/thank-you-for-your-roffey-park-msc-application/" lang: "en-GB" type: "page" last_modified: "2025-12-15T13:35:29+00:00" custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Thank you for your Roffey Park MSc Application Your application has been received. Now that you’ve submitted your application it will be reviewed by the programme director and an informal interview will be arranged. If successful, you will then receive a written offer. --- --- title: "Roffey Insight Episode Two: The Budget Review" url: "https://www.roffeypark.com/articles/roffey-insight-episode-two-the-budget-review/" lang: "en-GB" type: "post" description: "If you’ve been following the headlines, you’ll know this year’s UK budget landed with a mix of big promises, long lead times and more than a few raised eyebrows. So Sarah Watson - our Finance Director and resident decoder of" last_modified: "2025-12-01T17:27:41+00:00" categories: [Podcast] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Roffey Insight Episode Two: The Budget Review If you’ve been following the headlines, you’ll know this year’s UK budget landed with a mix of big promises, long lead times and more than a few raised eyebrows. So Sarah Watson – our Finance Director and resident decoder of all things policy – sat down with Alex, Head of Sales, to talk about what’s really going on behind the announcements. And the conversation? Surprisingly grounded. Surprisingly human. And full of the stuff leaders are thinking about but don’t often say out loud. And here’s the good bit. This isn’t another dry run-through of tax changes. This chat kicks off a new episode of **Roffey Insight**, where we unpack the shifts shaping work, leadership and organisational life in real time. - How the move to a single minimum wage band could reshape entry-level work - Why long implementation dates are causing organisations to pause, stall and second-guess - What E-invoicing and tech mandates really mean for future-ready teams - How skills, apprenticeships and AI are rewriting the learning landscape - And why compassionate leadership and resilience matter more than ever in a year of change fatigue It’s a conversation about budgets, yes – but really, it’s about people, decisions and the hidden currents shaping the year ahead. --- --- title: "Roffey Insight Episode One: Leadership and OD in Real Conversation" url: "https://www.roffeypark.com/articles/roffey-insights-episode-one-leadership-and-od-in-real-conversation/" lang: "en-GB" type: "post" description: "If you attended the conference this year, you might remember Demola, our MC with enough energy to power the whole room. He sat down with Alex (our Head of Sales) for a conversation about leadership and OD that was real," last_modified: "2025-11-28T10:57:45+00:00" categories: [Podcast] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Roffey Insight Episode One: Leadership and OD in Real Conversation If you attended the conference this year, you might remember Demola, our MC with enough energy to power the whole room. He sat down with Alex (our Head of Sales) for a conversation about leadership and OD that was real, funny, human and surprisingly refreshing. And here’s the good bit. This wasn’t just a one-off. That conversation didn’t end when the conference did. It has become the first episode of **Roffey Insight**, our new podcast where we keep exploring the ideas, questions and moments that spark something in us. Together, they dive into things we all recognise but don’t always say out loud, including: - What leadership actually feels like behind the title - Where OD stretches us (and why we still love it) - Moments from the conference that stuck like glue - What helps change land and what quietly stalls it --- --- title: "OD Conference 2025 – Presentation Downloads" url: "https://www.roffeypark.com/od-conference-2025-presentation-downloads/" lang: "en-GB" type: "page" last_modified: "2025-11-03T13:19:51+00:00" custom_fields: wpex_overlay_header_dropdown_style: "default" --- # OD Conference 2025 – Presentation Downloads OD Conference 2025 #### Presentation Downloads ## Keynote Speakers ![](https://www.roffeypark.com/wp-content/uploads/2024/02/Shelly.jpg) #### Shelley Hossain [Download Slides](https://www.roffeypark.com/wp-content/uploads/2025/10/Shelly-Hossain-Keynote-Slides-Purpose-with-Impact.pdf) ![](https://www.roffeypark.com/wp-content/uploads/2025/02/jeff.jpg) #### Jeff SY Ong [Download Slides](https://www.roffeypark.com/wp-content/uploads/2025/10/Compassionate-Approach-to-Change-Participant-Handout.pdf) ![](https://www.roffeypark.com/wp-content/uploads/2025/02/karen-ward.jpg) #### Karen Ward [Download Slides](https://www.roffeypark.com/wp-content/uploads/2025/10/Karen-Ward-Keynote-Slides-OD-Practice.pdf) ![](https://www.roffeypark.com/wp-content/uploads/2025/01/Leatham-Green-Headshot.png) #### Leatham Green [Download Slides](https://www.roffeypark.com/wp-content/uploads/2025/10/Leatham-Green-Keynote-Slides-Digital-Transformation.pdf) ## Workshops & Panellists ![](https://www.roffeypark.com/wp-content/uploads/2025/02/vanessa-williams.jpg) #### Vanessa Williams [Download Slides](https://www.roffeypark.com/wp-content/uploads/2025/10/Vanessa-Williams-Workshop-Slide-Fueling-Transformation.pdf) [Download Slides](https://www.roffeypark.com/wp-content/uploads/2025/10/Vanessa-Williams-Workshop-Slide-OD-Supervision.pdf) ![](https://www.roffeypark.com/wp-content/uploads/2025/01/Panelist-Adrian-Clarke.jpg) #### Adrian Clarke [Download Slides](https://www.roffeypark.com/wp-content/uploads/2025/10/Adrian-Clarke-Panelist.pdf) ![](https://www.roffeypark.com/wp-content/uploads/2025/02/susanette-mansour.jpg) #### Susanette Mansour [Download Slides](https://www.roffeypark.com/wp-content/uploads/2025/11/Susanette-Mansour-Panelist.pdf) --- --- title: "Insights – Construction Sector" url: "https://www.roffeypark.com/articles/insights-construction-sector/" lang: "en-GB" type: "post" description: "Construction Sector Insights Roffey Park 2025 is an essential examination of the UK construction sector in 2025, focusing on the people and leadership aspects required to navigate a period of significant change. In an environment driven by the UK government's" last_modified: "2025-10-09T14:21:44+00:00" categories: [Research] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Insights – Construction Sector **Construction Sector Insights Roffey Park 2025 is an essential examination of the UK construction sector in 2025, focusing on the people and leadership aspects required to navigate a period of significant change.** In an environment driven by the UK government’s £725 billion 10-year strategy aimed at economic growth, regional rebalancing, and the net-zero transition , this paper argues that strong, adaptive leadership is crucial for delivery capacity. It highlights the simultaneous deep-rooted challenges that significantly affect the sector’s ability to deliver. These include a growing skills crisis from unfilled vacancies and an ageing skilled workforce , alongside high employee turnover, labour shortages following Brexit, and the demands of safety and compliance. Blending sector analysis with Roffey Park’s decades of experience , the paper details the demand for leaders who possess technical knowledge alongside skills such as effective communication, commercial acumen, robust problem-solving, adaptability, and resilience. Roffey Park illustrates its expertise through successful partnerships with major industry players: - Harsco Environmental: A case study demonstrating a global business transformation achieved by designing leadership programmes focused on connection and collaboration between 9,500 employees worldwide, moving to a Human Systems Dynamics approach. - BAM UK & Ireland Division: A long-term, over 30-year partnership , showcasing Future Leaders and Advanced Leaders Programmes that support BAM’s Talent Management Strategy, leading to a high retention rate, with over 90% of participants remaining at BAM. Equip yourself with the insights to navigate systemic change. Download the paper to discover how Roffey Park’s expertise in developing leadership and a culture of collaboration can support your organisation in responding to the accelerating demands of compliance and net zero targets.   ## Complete the form to download your FREE copy now! --- --- title: "Insights – Housing Sector" url: "https://www.roffeypark.com/articles/insights-housing-sector/" lang: "en-GB" type: "post" description: "Housing Sector Insights Roffey Park 2025: Building a Resilient Future is an essential examination of the UK housing and construction sector at a critical juncture in 2025. In an environment driven by the Labour government's commitment of over £39 billion" last_modified: "2025-10-09T09:56:16+00:00" categories: [Research] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Insights – Housing Sector **Housing Sector Insights Roffey Park 2025: Building a Resilient Future is an essential examination of the UK housing and construction sector at a critical juncture in 2025.** In an environment driven by the Labour government’s commitment of over £39 billion to social and affordable housing and the national target of 1.5 million new homes by 2030, this paper argues that operational resilience is paramount. It highlights the simultaneous deep-rooted challenges, including skills shortages, supply chain pressures and slow planning approvals, that require a new approach to leadership. The paper details the demand for leaders who are agile, resilient, and possess strong financial acumen to balance community needs with fiscal realities. Blending sector analysis with Roffey Park’s expertise, the paper provides a grounded example of success through a case study with Metropolitan Thames Valley Housing (MTVH). This showcases how a targeted Leadership Development Programme supports succession planning and moves high-potential employees into Director roles, demonstrating a practical path to scaling capacity and strengthening leadership. Equip yourself with the insights to navigate systemic change with purpose. Download the paper to discover how a focus on culture transformation, workforce capability-building, and adaptive leadership models can support organisations responding to key growth drivers like Net Zero mandates and the adoption of Modern Methods of Construction (MMC). ## Complete the form to download your FREE copy now! --- --- title: "Research Paper – Developing Collective Leadership to Support Collaboration" url: "https://www.roffeypark.com/articles/whitepaper-developing-collective-leadership-to-support-collaboration/" lang: "en-GB" type: "post" description: "Developing Collective Leadership to Support Collaboration: A Case Study in Clinical Education in UK Healthcare, is an insightful examination of how a collective leadership approach can break down institutional silos and improve interprofessional collaboration in healthcare. In an era where" last_modified: "2025-09-22T11:32:24+00:00" categories: [Research] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Research Paper – Developing Collective Leadership to Support Collaboration **Developing Collective Leadership to Support Collaboration: A Case Study in Clinical Education in UK Healthcare, is an insightful examination of how a collective leadership approach can break down institutional silos and improve interprofessional collaboration in healthcare.** In an era where healthcare teams are under pressure to deliver more services with tighter budgets, this white paper argues that effective patient care is not an individual endeavour. It highlights the cultural hurdles that can undermine patient care, such as siloed teams and rigid hierarchies, and offers a grounded example of how a UK NHS Clinical Education Department reimagined how its teams work together. Blending research with a case study from the Cwm Taf Morgannwg University Health Board in Wales, the paper shows how a process-oriented model of collective leadership, supported by an external consultant, can foster shared responsibility, mutual trust, and cross-specialty teamwork. It documents how this initiative not only improved collaboration but also supported staff well-being and challenged long-standing cultural norms. Equip yourself with the insight to navigate systemic change with purpose. Download the white paper to discover how a systemic perspective can transform isolated teams into productive, creative teams that improve patient and staff well-being. ## Complete the form to download your FREE copy now! --- --- title: "Event Follow up – Identifying your Steps to Success as a Finance Leader" url: "https://www.roffeypark.com/event-follow-up-making-change/" lang: "en-GB" type: "page" description: "Thank you for joining the recent event where we had the opportunity to speak, and for your interest in Roffey Park by taking a copy of our handout. Below you’ll find a short form to access our latest guidebook. You" last_modified: "2025-09-19T12:44:46+00:00" custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Event Follow up – Identifying your Steps to Success as a Finance Leader ### **![](https://www.roffeypark.com/wp-content/uploads/2025/09/change-thin-1.jpg)** Thank you for joining the recent event where we had the opportunity to speak, and for your interest in Roffey Park by taking a copy of our handout. Below you’ll find a short form to access our latest guidebook. You may also be interested in exploring our **[Career Wheel](https://www.roffeypark.com/wp-content/uploads/2025/09/Career-Wheel.pdf)** and **[Leadership Lifetime](https://www.roffeypark.com/wp-content/uploads/2025/09/Leadership-Lifeline-exercise.pdf)** resources. _**If we can be of any further assistance or to find out more about our offerings – please don’t hesitate to get in touch; Tel: [+44 (0) 01293 851 644](tel:+441293851644)  Email: [hello@roffeypark.ac.uk](mailto:hello@roffeypark.ac.uk)**_ ### **Guidebook: From Push to Pull – Making Change Self-Sustaining** In today’s world of constant disruption, change isn’t an occasional project – it’s business as usual. Yet too often, leaders still rely on outdated, top-down models that exhaust people and fail to stick. This guide introduces a fresh, people-centred approach – five key shifts that turn change from something “done to” people into progress they want to be part of. You’ll discover how to co-create, build commitment, and make change a habit that sustains itself. Curious to explore the practices that make change last? ## Register now to download the full guide and start leading change that works – from push to pull.   --- --- title: "Guidebook – How to Lead Change that Works" url: "https://www.roffeypark.com/articles/guidebook-how-to-lead-change-that-works/" lang: "en-GB" type: "post" description: "From Push to Pull - Making Change Self-Sustaining In today’s world of constant disruption, change isn’t an occasional project – it’s business as usual. Yet too often, leaders still rely on outdated, top-down models that exhaust people and fail to" last_modified: "2025-09-17T09:37:34+00:00" categories: [Guidebooks] tags: [Leadership Development, Management Development] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Guidebook – How to Lead Change that Works ### **From Push to Pull – Making Change Self-Sustaining** In today’s world of constant disruption, change isn’t an occasional project – it’s business as usual. Yet too often, leaders still rely on outdated, top-down models that exhaust people and fail to stick. This guide introduces a fresh, people-centred approach – five key shifts that turn change from something “done to” people into progress they want to be part of. You’ll discover how to co-create, build commitment, and make change a habit that sustains itself. Curious to explore the practices that make change last? ## Register now to download the full guide and start leading change that works – from push to pull.   --- --- title: "Adopting AI: A Leader’s Perspective on Why Communication Matters Most" url: "https://www.roffeypark.com/articles/adopting-ai-a-leaders-perspective/" lang: "en-GB" type: "post" description: "Adopting AI: The Real Barrier Isn’t Tech, It’s Communication By Alex Norbury, Head of Sales From my perspective leading sales teams and working with clients across industries, the challenges around adopting AI are never purely about technology. What our latest" last_modified: "2025-09-14T19:48:15+00:00" categories: [General News] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Adopting AI: A Leader’s Perspective on Why Communication Matters Most **Adopting AI: The Real Barrier Isn’t Tech, It’s Communication** _By Alex Norbury, Head of Sales_ > _From my perspective leading sales teams and working with clients across industries, the challenges around adopting AI are never purely about technology. What our latest research shows, and what I see every day, is that the real barrier is communication._ Our latest research into AI adoption revealed something that _shouldn’t_ surprise us, but somehow still does. The secret to successful change isn’t the technology. It’s not the process. It’s not even the strategy. It’s communication. Yes, 93% of Fortune 500 CHROs say they’re using AI tools, but only 3.6% have formally embedded AI into their operations. So what’s stopping the rest? As Intel’s Chief People Officer put it: **“The first thing is to be transparent with your employees and engage them in the process.”** When we looked at the organisations succeeding with AI, they weren’t necessarily more advanced technically. They were better at communicating. And here’s what frustrates me: we still call communication a ‘soft skill’. But in reality, it’s the hardest skill to master and the most critical to organisational success. It’s the difference between: - Innovation that transforms vs. innovation that gathers dust - Change that energises vs. change that exhausts - Leadership that inspires vs. leadership that intimidates In our research, 65% of employees said they trust AI tools _more_ when ethics and compliance are clearly communicated. The tech is the same. The trust depends entirely on how leaders explain, involve and engage. Whether it’s AI, restructuring, new systems or culture shifts, the pattern is always the same. ✅ **Successful change happens when leaders:** - Explain the _why_ and _how_ - Include rather than inform - Co-create instead of dictate - Acknowledge limitations alongside capabilities - Make the complicated simple ❌ **Failed change happens when leaders:** - Assume people already understand the _why_ - Communicate only benefits, ignoring fears - Mandate from the top down - Speak in jargon instead of plain language - Focus on the solution, forgetting the humans who need to make it work Communication isn’t soft. It takes: - Courage to be transparent when you don’t have all the answers - Discipline to listen when you want to tell (something I struggle with) - Skill to simplify complexity - Time when you’re under pressure to move fast The organisations succeeding with AI, and with change more broadly, are the ones where leaders treat communication as a core competency, not an afterthought. So, before we launch our next initiative, let’s ask: - How will I explain this to someone who’s never heard of it? - What fears will this create, and how will I address them? - Who needs to shape this, not just implement it? - How does this connect to what we already value? - And the big one: What don’t I know yet and how will I communicate that uncertainty? AI _will_ transform HR. New technologies will keep emerging. Business models will evolve. But the fundamental challenge remains: **How do we bring people along on the journey?** The answer isn’t in the latest tech. It’s in the oldest leadership skill of all:** Communicating with clarity, empathy, and authenticity.** And that’s something AI cannot replicate. Let’s stop calling communication a soft skill. In a world of constant change, it’s the hardest and most essential skill leaders can develop. To explore our full research and insights on AI adoption in HR, **[download the whitepaper here.](https://www.roffeypark.com/articles/whitepaper-cultural-integration-of-ai-in-hr/)** --- --- title: "Research Paper – Cultural Integration of AI in HR" url: "https://www.roffeypark.com/articles/whitepaper-cultural-integration-of-ai-in-hr/" lang: "en-GB" type: "post" description: "Explore Roffey Park Institute’s latest white paper, Cultural Integration of AI in HR: A Human-Centred Approach, an insightful examination of how the success of AI in HR depends less on technology itself and more on the culture that surrounds it." last_modified: "2025-09-22T11:33:26+00:00" categories: [Research] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Research Paper – Cultural Integration of AI in HR **Explore Roffey Park Institute’s latest white paper, _Cultural Integration of AI in HR: A Human-Centred Approach_, an insightful examination of how the success of AI in HR depends less on technology itself and more on the culture that surrounds it.** In an era where AI is reshaping recruitment, learning and development, and employee engagement, this white paper argues that adoption will only succeed if it aligns with trust, transparency, and organisational values. It highlights the cultural hurdles organisations face – from workforce scepticism to skills gaps – and offers practical guidance for embedding AI in ways that enhance, rather than diminish, the human experience at work. Blending research with case studies from across the UK public sector and higher education, _Cultural Integration of AI in HR_ shows how leaders can foster ethical, values-driven adoption by involving employees, building confidence, and aligning technology with strategy. It calls on HR and organisational leaders to see AI not as a replacement, but as a catalyst for collaboration, resilience, and new ways of working. Equip yourself with the insight to navigate AI adoption with purpose. Download the white paper to discover how a human-centred approach can transform cultural resistance into sustainable, values-led integration. ## Complete the form to download your FREE copy now! --- --- title: "Whitepaper – Cultural Integration of AI in HR" url: "https://www.roffeypark.com/whitepaper-cultural-integration-of-ai-in-hr/" lang: "en-GB" type: "page" description: "Explore Roffey Park Institute’s latest white paper, Cultural Integration of AI in HR: A Human-Centred Approach, an insightful examination of how the success of AI in HR depends less on technology itself and more on the culture that surrounds it." last_modified: "2025-09-03T19:40:58+00:00" custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Whitepaper – Cultural Integration of AI in HR **Explore Roffey Park Institute’s latest white paper, _Cultural Integration of AI in HR: A Human-Centred Approach_, an insightful examination of how the success of AI in HR depends less on technology itself and more on the culture that surrounds it.** In an era where AI is reshaping recruitment, learning and development, and employee engagement, this white paper argues that adoption will only succeed if it aligns with trust, transparency, and organisational values. It highlights the cultural hurdles organisations face – from workforce scepticism to skills gaps – and offers practical guidance for embedding AI in ways that enhance, rather than diminish, the human experience at work. Blending research with case studies from across the UK public sector and higher education, _Cultural Integration of AI in HR_ shows how leaders can foster ethical, values-driven adoption by involving employees, building confidence, and aligning technology with strategy. It calls on HR and organisational leaders to see AI not as a replacement, but as a catalyst for collaboration, resilience, and new ways of working. Equip yourself with the insight to navigate AI adoption with purpose. Download the white paper to discover how a human-centred approach can transform cultural resistance into sustainable, values-led integration. ## Complete the form to download your FREE copy now!   --- --- title: "Research Paper – Redefining Failure to Falling Upwards" url: "https://www.roffeypark.com/articles/research-paper-redefining-failure-to-falling-upwards/" lang: "en-GB" type: "post" description: "Explore Roffey Park Institute’s latest white paper, Redefining Failure to Falling Upwards, a compelling and deeply personal exploration of how setbacks can become turning points that inspire growth, transformation, and a renewed sense of purpose in life and work. In" last_modified: "2025-08-11T08:51:24+00:00" categories: [Research] tags: [Leadership Development, Management Development] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Research Paper – Redefining Failure to Falling Upwards **Explore Roffey Park Institute’s latest white paper, _Redefining Failure to Falling Upwards_, a compelling and deeply personal exploration of how setbacks can become turning points that inspire growth, transformation, and a renewed sense of purpose in life and work.** In a world where careers are rarely linear and change is inevitable, this white paper challenges the stigma of failure and reframes it as a catalyst for transition into a more values-led, authentic way of living. It offers a thoughtful perspective on how to navigate career shocks, embrace uncertainty, and find meaning beyond status and traditional measures of success. Blending reflective storytelling with practical insight, _Redefining Failure to Falling Upwards_ examines the stages of recovery and transition, showing how self-awareness, courage, and new ways of influencing can foster resilience and alignment with personal values. It invites leaders and individuals alike to see challenges not as endings, but as opportunities to “fall upwards” into greater congruence between who they are and how they work. Equip yourself with the insight to turn adversity into opportunity. Download the white paper to discover how reframing failure can help you embrace change, deepen fulfilment, and step confidently into your next chapter. ## Complete the form to download your FREE copy now!   --- --- title: "Mind Matters: What Mental Health and Well-being Needs from Workplace Culture" url: "https://www.roffeypark.com/articles/what-mental-health-and-well-being-needs-from-workplace-culture/" lang: "en-GB" type: "post" description: "My name is Katherine Montabana, and I’m currently interning at Roffey park in Dublin for the summer. I’m from the United States and going into my fourth year at Purdue University, where I study Brain and Behavioural Sciences with a" last_modified: "2025-07-07T09:37:56+00:00" categories: [Organisational Culture] tags: [Organisational Culture, Organisational Learning, Organisational Well-being] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Mind Matters: What Mental Health and Well-being Needs from Workplace Culture My name is Katherine Montabana, and I’m currently interning at [Roffey park](https://www.roffeypark.com/) in Dublin for the summer. I’m from the United States and going into my fourth year at Purdue University, where I study Brain and Behavioural Sciences with a minor in Anthropology. With a background in leadership research and a growing interest in workplace culture, I’ve been reflecting on how well-being and mental health are shaped by the environments we work in. Especially across different cultures, including my own. This blog is a way for me to explore and share those reflections throughout my time here. Deciding to move abroad and work for the summer was something that excited me. I knew I would be stepping into some uncomfortable situations; it is a new culture after all. My goal was to become comfortable with being uncomfortable. I anticipated differences in expectations and workplace norms. However, what I did not realize was how deeply those differences would influence the way I experienced daily life at work. It was not just about new slang or unfamiliar systems; it was about unlearning the silent rules I had accepted as normal and beginning to understand how those unspoken beliefs shaped my well-being and sense of self in a professional setting. ![](https://www.roffeypark.com/wp-content/uploads/2025/07/Untitled-1024-x-700-px-2.jpg) Back home in the United States, work had always felt more formal, more structured. There was always a certain performance of professionalism. I was used to measuring value by productivity and busyness. In contrast, here at Roffey Park, I was in a space where people seemed to move at a pace that was less intense but still got everything done. Things felt different here in Ireland. There was more small talk and informal conversation. People asked how I was doing and waited for a real answer. The reminders to take a break and step away from my work for a moment felt unusual. That kind of softness at work felt unfamiliar, and yet deeply human. Workplace culture lives in micro-moments. It is not just about the policies we write. It is about how people speak to one another, how rest is treated, and whether seeking help is welcomed or judged. These small things send powerful messages about what is truly valued. For me, adjusting to a new country has offered the chance to see those messages more clearly, as well as question the ones I had internalized without ever realizing. This is not just about me. It is about what kind of environments we are all helping to build, consciously or not. If you are a leader or simply someone who influences others at work, this is a moment for reflection. Mental health and well-being at work is not just about access to therapy or wellness programs. It is about whether your team feels safe, seen, and supported in the everyday moments. It is about the silent messages your culture sends about value, rest, and asking for help. ![](https://www.roffeypark.com/wp-content/uploads/2025/07/Untitled-1024-x-700-px-1.jpg) If those silent signals contradict your well-being goals, your people will notice. They will respond accordingly, whether that means hiding their struggles, burning out quietly, or disengaging altogether. It does not have to be that way. **Here are some questions worth considering:** - What silent rules shape your team’s understanding of value and rest? - How are your well-being efforts going beyond word and being backed by behaviours? - What is your employee’s experience of mental health in your culture? - Are people encouraged to be authentic at work, or are masks being worn and even encouraged? As I continue this journey over the next few weeks, I hope to keep noticing the small details. The ways culture shapes well-being, the moments that build or break psychological safety, and the subtle shift in how I show up at work. I want to stay curious, to keep unlearning what no longer serves me, and to learn from the people around me. My goal is not just to adapt but to reflect, connect, and carry these lessons forward. --- --- title: "Research Paper – Collective Resilience" url: "https://www.roffeypark.com/articles/research-paper-collective-resilience/" lang: "en-GB" type: "post" description: "Explore Roffey Park Institute’s latest whitepaper, Collective Resilience, a timely and thought-provoking piece that reimagines how individuals and organisations can adapt, thrive, and grow together in the face of today’s unprecedented challenges. In an era shaped by climate crises, pandemics," last_modified: "2025-06-20T08:42:11+00:00" categories: [Research] tags: [Leadership Development, Management Development] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Research Paper – Collective Resilience **Explore Roffey Park Institute’s latest whitepaper, _Collective Resilience_, a timely and thought-provoking piece that reimagines how individuals and organisations can adapt, thrive, and grow together in the face of today’s unprecedented challenges.** In an era shaped by climate crises, pandemics, technological disruption and shifting social dynamics, resilience is no longer a solitary endeavour. This whitepaper calls for a new conversation—one that moves beyond the traditional split between personal and organisational resilience to a shared, collective approach. Blending academic insight with real-world experience, _Collective Resilience_ examines how values, leadership, learning, and relationships intersect to shape a workplace culture where people and performance can flourish together. It invites leaders to move away from top-down responses and toward a more adult-to-adult, negotiated way of working—one that builds true organisational strength through engagement and trust. Equip your organisation with the tools to bounce back and bounce forward. Download the whitepaper to discover how building collective resilience can help you navigate complexity, energise your people, and sustain success in a world that demands more of us all. ## Complete the form to download your FREE copy now! --- --- title: "Guidebook – Impact & Influence at Work" url: "https://www.roffeypark.com/articles/guidebook-impact-influence-at-work/" lang: "en-GB" type: "post" description: "5 Key Skills Every Leader Needs In today’s fast-paced and ever-evolving workplace, authority alone isn’t enough. The most effective leaders don’t just manage – they inspire, align, and empower through influence. This guide introduces the mindset and core capabilities that" last_modified: "2025-05-29T14:23:54+00:00" categories: [Guidebooks] tags: [Leadership Development, Management Development] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Guidebook – Impact & Influence at Work ### **5 Key Skills Every Leader Needs** In today’s fast-paced and ever-evolving workplace, authority alone isn’t enough. The most effective leaders don’t just manage – they inspire, align, and empower through influence. This guide introduces the mindset and core capabilities that turn everyday managers into influential leaders – the kind who lead with clarity, presence and credibility even under pressure. Curious to discover the five key skills that set impactful leaders apart? ## Register now to download the full guide and start building your influence – from the inside out. --- --- title: "Research Paper – Revisiting Polanyi with help from AI" url: "https://www.roffeypark.com/articles/research-paper-revisiting-polanyi-with-help-from-ai/" lang: "en-GB" type: "post" description: "Discover Roffey Park Institute’s thought-provoking whitepaper, Revisiting Polanyi: With Help from AI, which explores how the 20th-century ideas of Karl Polanyi can illuminate today’s global challenges. This timely piece examines the resurgence of populism and the societal costs of unfettered" last_modified: "2025-05-16T08:43:39+00:00" categories: [Research] tags: [Leadership Development, Management Development] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Research Paper – Revisiting Polanyi with help from AI **Discover Roffey Park Institute’s thought-provoking whitepaper, _Revisiting Polanyi: With Help from AI_, which explores how the 20th-century ideas of Karl Polanyi can illuminate today’s global challenges. This timely piece examines the resurgence of populism and the societal costs of unfettered market systems, drawing connections between past economic crises and our present-day political climate.** With a unique blend of academic rigour and AI-assisted creativity, this whitepaper offers an engaging take on Polanyi’s “double movement” and the dangers of commodifying labour, land, and money. It reflects on how organisations can respond – not with cynicism or complacency, but through humanistic leadership that prioritises purpose and flourishing. **Equip your organisation with historical insight and practical foresight. Download the full whitepaper to explore how embracing interconnectedness, reciprocity, and responsible leadership can help us avoid repeating the mistakes of the past.** ## Complete the form to download your FREE copy now! --- --- title: "MSc People & Organisational Development Brochure Requested" url: "https://www.roffeypark.com/msc-people-organisational-development-brochure-requested/" lang: "en-GB" type: "page" last_modified: "2025-05-07T10:33:28+00:00" custom_fields: wpex_overlay_header_dropdown_style: "default" --- # MSc People & Organisational Development Brochure Requested Thank you for requesting our brochure.  You should shortly receive an email with download instructions, or you can download immediately by [**clicking here**](https://www.roffeypark.com/wp-content/uploads/2025/04/MSc-Brochure-2025.pdf): If you do not receive an email, please contact [hello@roffeypark.com](mailto:hello@roffeypark.com). --- --- title: "Acceptance of Offer – MSc" url: "https://www.roffeypark.com/acceptance-of-offer-msc/" lang: "en-GB" type: "page" description: "Please complete the following information and submit this form as soon as possible to accept your place on the programme." last_modified: "2025-12-15T13:42:43+00:00" custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Acceptance of Offer – MSc Please complete the following information and submit this form as soon as possible to accept your place on the programme. ### Personal Information TitlePlease select...MrMrsMsMxSirDameDrCllrLadyLordOther Please Specify(Required) Surname or Family Name(Required) Other Names (in full)(Required) Email Address(Required) Please provide the email address you would like us to use to enrol you on the online learning platform. It should be an email account that you have regular easy access to and is unlikely to change during the 2 year course How are you Funding the Programme Fees?(Required) Employer Paying Self-Funding Billing name and address for invoice purposes(Required) Billing name, address and email for invoice purposes(Required) Postcode(Required) Postcode(Required) If outside the UK please provide the organisation's VAT or equivalent tax reference number to be invoiced without UK VAT Are you wishing to use the instalment plan?(Required) No Yes ### Payment of Fees Invoices will be issued before the start of the programme. Unless an individual payment plan has been agreed, the total fee is payable prior to the beginning of the programme. If on an individual payment plan, students must be up to date with their agreed payment schedule for marks to be considered by an exam board. Students are solely responsible for ensuring the payment of fees by the due date. Where payments are not maintained, the student may be withdrawn from the programme. In the event of cancellation or withdrawal, the following refund policy will come into effect: | Cancel before the start of the programme | 100% refund of full fee | | --- | --- | | Cancel within 4 weeks of the start of the programme | 80% refund of full fee | | Cancel before/at the PG Cert 60 credit point | 40% refund of full fee | | Cancel before/at 90 credit point | 25% refund of full fee | | Cancel before/at the PG Dip 120 credit point | 10% refund of full fee | | Cancel after the PG Dip 120 credit point | no refund available | Submit Δ --- --- title: "Thanks for contacting us about our in house programmes" url: "https://www.roffeypark.com/contact-us/thanks-for-contacting-us-about-our-in-house-programmes/" lang: "en-GB" type: "page" last_modified: "2025-03-21T10:37:24+00:00" custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Thanks for contacting us about our in house programmes Thank you for your enquiry. A member of our team will be in touch with you shortly. In the meantime if you need to talk to us urgently please telephone [+44 (0) 01293 851 644](tel:+441293851644). --- --- title: "Purpose Over Profits: Building a Workplace Where Employees Thrive" url: "https://www.roffeypark.com/articles/purpose-over-profits-building-a-workplace-where-employees-thrive/" lang: "en-GB" type: "post" description: "Many people spend the majority of their lives working, yet far too many of them feel disengaged, unfulfilled, or downright miserable in their jobs. Whether it’s a lack of connection to the company’s mission, poor work culture or limited growth" last_modified: "2025-02-20T12:49:10+00:00" categories: [Organisational Culture] tags: [Organisational Culture, Organisational Learning] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Purpose Over Profits: Building a Workplace Where Employees Thrive Many people spend the majority of their lives working, yet far too many of them feel disengaged, unfulfilled, or downright miserable in their jobs. Whether it’s a lack of connection to the company’s mission, poor work culture or limited growth opportunities – job satisfaction often falls short. But what if work could be more than just a pay check? Purpose-driven companies that prioritise values, training and employee development show that it’s possible to create an environment where people feel engaged and truly valued. We recently caught up with [Kurt J. Lesker Company](https://www.lesker.com/index.cfm), a successful global company and [Sussex Business Award winner](https://www.platinummediagroup.co.uk/events/sussex-business-awards/winners-2024/) who exemplifies this approach. ## The power of purpose in the workplace Many businesses today focus primarily on short-term profits, often overlooking the importance of purpose and values in shaping a meaningful workplace. The consequences? Disengaged workers and poor morale. In contrast, Kurt J. Lesker Company takes a different approach by prioritising long-term sustainability, employee well-being and a purpose that extends beyond profits. The company focuses on creating jobs, advancing technology and contributing to projects that positively impact the world. These core values shape the company’s operations and foster a work environment where employees feel connected to a larger mission. This emphasis on purpose not only drives the company’s growth and success but also empowers employees, motivating them to contribute to something meaningful. ![Group of employees happy and high-fiving on another](https://www.roffeypark.com/wp-content/uploads/2025/02/shutterstock_2258557531-1-1024x540.jpg) ## Building people, not just profits One of the key ways Kurt J. Lesker Company ensures its employees are engaged and satisfied is through ongoing training and development. The company invests in traineeships, [educational programs](https://www.roffeypark.com/open-programmes/) and [mentoring](https://www.roffeypark.com/coaching/), providing opportunities for employees to grow and develop throughout their careers. This approach helps ensure that employees not only thrive in their current roles but are also prepared for future leadership positions. With companies that prioritise learning and development tending to have higher job satisfaction and better long-term retention rates, organisations like [Roffey Park Institute](https://www.roffeypark.com/) can make a significant impact. Offering training programs which focus on leadership and [organisational development](https://www.roffeypark.com/open-programmes/organisational-development-practitioners-programme/) to help businesses build stronger, more resilient teams – an approach that aligns directly with Kurt J. Lesker Company’s philosophy of investing in their people to help develop leaders who can drive both business success and employee satisfaction. ![Someone putting money in a piggy bank.](https://www.roffeypark.com/wp-content/uploads/2025/02/shutterstock_1233427009-1-1024x576.jpg) ## A global business with a personal touch Managing a multicultural workforce can be challenging, but it also brings unique advantages. Kurt J. Lesker Company has a strong global presence, with a team of 530 employees across the Americas, EMEA and Asia. This global reach is supported by their emphasis on cultural understanding, with native speakers in key markets ensuring smooth communication and stronger customer relationships – creating a successful diverse and inclusive workforce. But for others the challenges can sometimes get in the way. Roffey Park Institute’s expertise in [leadership training](https://www.roffeypark.com/open-programmes/leadership-development-course/) helps companies like Kurt J. Lesker Company navigate problems by providing leaders with the tools to manage diverse teams effectively – with programs on [cross-cultural communication](https://www.roffeypark.com/leadership-cohesion/) to create organisations where everyone, regardless of background, feels heard and respected. ![Group of people from different background having fun together.](https://www.roffeypark.com/wp-content/uploads/2025/02/shutterstock_2126536721-1-1-1024x576.jpg) ## The future of work Ultimately the combination of strong leadership and moving away from purely profit-driven models to a more holistic approach that incorporates purpose, values, and employee development creates a workplace where people feel connected to something bigger than themselves and are empowered to thrive. --- --- title: "The Importance of Stable Leadership During Change" url: "https://www.roffeypark.com/articles/importance-of-stable-leadership-during-change/" lang: "en-GB" type: "post" description: "Over the last few weeks, history has and continues, to unfold right before our eyes as one of the world’s largest superpowers has changed its leadership team. America is to some degree polarised, with many people believing that the ‘golden" last_modified: "2025-08-08T09:07:43+00:00" categories: [Leadership Development] tags: [Leadership Development] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # The Importance of Stable Leadership During Change Over the last few weeks, history has and continues, to unfold right before our eyes as one of the world’s largest superpowers has changed its leadership team. America is to some degree polarised, with many people believing that the ‘[golden age](https://theconversation.com/the-key-takeaways-from-donald-trumps-inauguration-speech-247635)’ has just begun whilst others believing the extreme opposite. Whatever you believe will happen in the next four years under Donald Trump’s time in the White House, there will be change and quite a lot of it. During times of change and uncertainty, the importance of stable leadership cannot be understated and whatever your opinions of the 47th President of the United States, his proven record so far does not suggest that he will bring total stability to an arguably in parts unstable country. So, what does stable leadership look like and why is it so important to the process of adopting and enacting positive and sustainable change, in society and in the workplace? ## What does stable leadership look like? Whether it’s a new president taking office or a major shift within your organisation, consistent leadership acts as a crucial anchor. When everything around you feels uncertain, having a leader who provides a sense of direction and calm can make all the difference. But what exactly makes a leader stable and why does it matter so much? Stable leadership isn’t about being rigid or unchanging; it’s about providing a consistent vision and a steady hand. Clear communication is a key aspect of stable leadership. Leaders who communicate transparently and consistently help to reduce anxiety and confusion. They keep everyone informed about what’s happening, why it’s happening and what the teams’ goals are. A focus on people is another important element. Stable leaders understand the importance of human connection, offering support and empathy to their teams. Stable leaders create environments where people feel heard, valued and safe enough to express their feelings and ideas. A commitment to the long term is another defining characteristic of stable leadership, focusing on the long-term goals of the organisation and how to bring sustainable positive change. This ties in closely with consistent decision-making, based on clear principles rather than impulsive reactions. This builds trust and allows people to feel secure in their roles. ## The impact of stable leadership during times of change Change can sometimes be unsettling, often creating fear and animosity within teams and organisations. Without stable leadership, these challenges can quickly escalate, leading to increased anxiety and stress. Stable leaders provide a sense of safety and security, which is vital to managing uncertainty and the negative impacts of it. Furthermore, employees are more likely to seek new opportunities when they feel they are in an unstable working environment. Stable leaders can foster a positive work culture, making people want to stay while inconsistent and erratic leadership can erode trust, making it difficult to navigate change effectively. Trust is essential for creating a collaborative and resilient team. Change brings the chance to innovate and improve but without consistent leadership it is easy for opportunities to be missed. Stable leaders empower their teams to [embrace change](https://www.roffeypark.com/articles/the-power-of-change-unlock-growth-and-innovation/), take risks and learn from their mistakes. ## Strategies for developing stable leadership Investing in leadership development is key. [Leadership programmes](https://www.roffeypark.com/open-programmes/leadership-development-course/) that focus on communication, emotional intelligence and strategic thinking can help leaders become more stable and effective. At [Roffey Park Institute](https://www.roffeypark.com/leadership-programmes) we offer a range of [learning and development programmes](https://www.roffeypark.com/open-programmes/) designed to build leadership capabilities that promote consistent, thoughtful leadership. Creating a culture of open communication is equally important. Leaders should be approachable, honest and clear in their messaging – making it essential to foster an environment where dialogue flows freely and team concerns are heard. ![Strategies for developing stable leadership ](https://www.roffeypark.com/wp-content/uploads/2024/02/shutterstock_741600652-1-1024x341.jpg) [Resilience](https://www.roffeypark.com/articles/supporting-your-staff-and-organisation-to-create-resilience/) also plays a key role in effective leadership. By helping leaders and teams develop the ability to recover from setbacks, resilience training and coaching build the strength needed to navigate challenges. A supportive workplace that values mental health and well-being further enhances leadership effectiveness. Leaders who connect with their teams and nurture meaningful relationships create an atmosphere where everyone thrives. Ultimately, leaders must set the tone, especially in times of change. Demonstrating stability and composure in the face of uncertainty inspires the same mindset in their teams, helping everyone stay focused and positive. ## Embracing change with strong leadership Change is a constant in today’s world, but with stable and effective leadership, it doesn’t have to be something to fear. By prioritising consistency, communication and empathy, you can create a work environment that is ready to adapt, innovate and thrive, even during challenging times. [Get in touch with Roffey Park today](https://www.roffeypark.com/contact-us/) to develop the capabilities your leaders require to confidently lead during uncertain times. --- --- title: "The Power of Change: Unlock Growth and Innovation" url: "https://www.roffeypark.com/articles/the-power-of-change-unlock-growth-and-innovation/" lang: "en-GB" type: "post" description: "In today’s fast-paced business world, change is constant—and inevitable. But let’s be honest, change can be intimidating. The fear of the unknown, the disruption to established processes and the uncertainty about outcomes can create significant resistance within organisations. However, change" last_modified: "2025-02-21T16:24:08+00:00" categories: [Change and Resilience] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # The Power of Change: Unlock Growth and Innovation In today’s fast-paced business world, change is constant—and inevitable. But let’s be honest, change can be intimidating. The fear of the unknown, the disruption to established processes and the uncertainty about outcomes can create significant resistance within organisations. However, change is not something to fear. When approached strategically and thoughtfully, it’s one of the most powerful drivers of growth and innovation. The organisations that thrive are the ones that view change not as a challenge but as an opportunity—a chance to rethink how things are done and unlock new potential. And at the heart of this transformation lies agility; the ability to pivot quickly, adapt to new circumstances and embrace the future with confidence. Agility isn’t just about reacting to change but about proactively shaping it. It’s about fostering a mindset that sees change as an ongoing process rather than a one-off event. By nurturing agility within your teams and organisation, you can ensure that you’re not just surviving change but leveraging it for long-term sustainability and success. ## Enough said, let’s do We know that navigating change starts with a strong organisational foundation. It’s about creating structures and cultures that not only support growth but also foster innovation and adaptability. The challenge many face is aligning people, processes and strategies in a way that doesn’t just survive change but embraces it and uses it to build a healthier, more sustainable workplace for the future. As you look ahead, think about what it would mean for your organisation to be more than just resilient in the face of change. What if you could be at the forefront of innovation, driving solutions and creating opportunities? This is the type of future we want to help you build. Through our three newly developed executive training programmes, we’re focused on partnering with you to create meaningful change. Together, we’ll explore practical insights and strategies you can apply right away, guiding you toward lasting transformation. Here’s a closer look at what’s on offer: ## 1. Personal Change – [Impact & Influence at Work](https://www.roffeypark.com/open-programmes/impact-influence-at-work/) This programme is designed to help you build your personal confidence and develop the skills necessary to lead effectively and influence others in the workplace. You’ll learn how to communicate more powerfully, enhance your personal presence and navigate challenging professional situations with ease. Whether you’re stepping into a new role, managing teams or aiming for career advancement, the tools you gain here will empower you to create lasting, positive change in your work life. [Discover more about our Impact & Influence at Work Course](https://www.roffeypark.com/open-programmes/impact-influence-at-work/) >> [![](https://www.roffeypark.com/wp-content/uploads/2025/01/Blog-CTA-2.jpg)](https://www.roffeypark.com/open-programmes/impact-influence-at-work/) ## 2. Steering Organisational Transformation – [Organisation Design & Development Essentials](https://www.roffeypark.com/open-programmes/organisation-design-and-development-essentials-course/) Leading organisational change requires a strategic approach to design and development. This programme will equip you with the expertise to create and implement transformation strategies that align your organisational structure with broader business goals. In this programme, you’ll dive into key concepts such as building organisational agility, improving alignment between teams and fostering innovation. We’ll guide you through the practical steps of designing structures and processes that enable your organisation to thrive in the face of ongoing change. [Discover more about our Organisation Design & Development Essentials Course](https://www.roffeypark.com/open-programmes/organisation-design-and-development-essentials-course/) >> [![](https://www.roffeypark.com/wp-content/uploads/2025/01/Blog-CTA-3.jpg)](https://www.roffeypark.com/open-programmes/organisation-design-and-development-essentials-course/) ## 3. Evolving Your Professional Practices – [Change & Transformation Management in Practice](https://www.roffeypark.com/open-programmes/change-transformation-management-in-practice/) Change is complex, but with the right approach it becomes an opportunity for growth. In this programme, you’ll gain practical tools and methodologies for managing large-scale change initiatives. From understanding the psychology of change to mastering the techniques that keep projects on track, you’ll be equipped to drive change that leads to tangible, lasting results. This course is ideal for professionals who are responsible for overseeing transformation projects and want to ensure they achieve sustainable success. [Discover more about our Change & Transformation Management in Practice Course](https://www.roffeypark.com/open-programmes/change-transformation-management-in-practice/) >> [![](https://www.roffeypark.com/wp-content/uploads/2025/01/Blog-CTA-4.jpg)](https://www.roffeypark.com/open-programmes/change-transformation-management-in-practice/) ## Start your transformation today At Roffey Park Institute, we don’t just provide training; we form partnerships. Our expert-designed programmes blend academic rigor with real-world application, ensuring you gain both the knowledge and skills to lead meaningful change. Whether you’re transforming yourself or your entire organisation, we’ll work alongside you to ensure you achieve the growth and success you’re striving for. Are you ready to embrace change and unlock your potential? Start your journey today – let’s transform together. [![](https://www.roffeypark.com/wp-content/uploads/2025/01/Blog-CTA-1-1.jpg)](https://www.roffeypark.com/open-programmes/) --- --- title: "Research Paper – Racial Inclusion: Helping to Rebuild Those We Have Broken" url: "https://www.roffeypark.com/articles/research-paper-racial-inclusion-helping-to-rebuild-those-we-have-broken/" lang: "en-GB" type: "post" description: "Discover Roffey Park Institute’s latest whitepaper, Racial Inclusion: Helping to Rebuild Those We Have Broken, which explores the critical challenge of achieving racial inclusion within organisations. This insightful document examines the systemic barriers that perpetuate racial inequities and provides practical" last_modified: "2025-01-16T17:16:50+00:00" categories: [Research] tags: [Leadership Development, Management Development] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Research Paper – Racial Inclusion: Helping to Rebuild Those We Have Broken Discover Roffey Park Institute’s latest whitepaper, _Racial Inclusion: Helping to Rebuild Those We Have Broken_, which explores the critical challenge of achieving racial inclusion within organisations. This insightful document examines the systemic barriers that perpetuate racial inequities and provides practical strategies for creating an inclusive workplace culture. By addressing both individual and organisational responsibilities, the whitepaper outlines a clear pathway for meaningful change. Key topics include the impact of unconscious bias, the role of leadership commitment, and effective approaches to promoting diversity and inclusion. Equip your organisation with the insights and tools needed to advance racial inclusion. Register now to download the full whitepaper and take the first step towards building a more equitable future. ## Complete the form to download your FREE copy now! --- --- title: "Transforming my workplace through OD – Ian Baines" url: "https://www.roffeypark.com/articles/transforming-my-workplace-through-od-ian-baines/" lang: "en-GB" type: "post" description: "In the second episode of our ‘Transforming my workplace through OD’ blog series, we sat down with recent MSc alumni, Ian Baines, who shared his journey from finance to organisational development (OD), driven by a passion for helping people and" last_modified: "2025-01-17T11:50:32+00:00" categories: [Organisational Development and HR] tags: [Organisational Development and HR] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Transforming my workplace through OD – Ian Baines In the second episode of our [‘Transforming my workplace through OD’ blog series](https://www.roffeypark.com/articles/), we sat down with recent [MSc](https://www.roffeypark.com/open-programmes/masters-in-people-and-organisational-development/) alumni, [Ian Baines](https://horizonsnhs.com/ian-baines/), who shared his journey from finance to organisational development (OD), driven by a passion for helping people and organisations grow through change. Ian’s story is not just about career shifts—it’s a story of transformation, self-discovery and the power of human connection in the workplace. For over two decades, Ian worked in NHS finance, starting from the ground up. He held various roles, including Director of Finance for a group of NHS organisations and later for a large hospital in the West Midlands. However, when Ian found himself overseeing a hospital caught in a financial crisis, his journey wasn’t always straightforward and he quickly learnt that success in these roles didn’t always come with the clarity or simplicity he had initially expected. Ian left that role and moved to a clinical commissioning group, but shortly after, a merger announcement came, and he ended up working closely with an OD consultant. Ian explained, “it was during this period that I first encountered OD, a field that I quickly became passionate about.” ## **Time for change** For Ian, it wasn’t just about balancing budgets anymore. It was about balancing people’s experiences, emotions and the culture of the organisation. Ian had always believed in the importance of systems and had an underlying belief in working through people. Working on the merger with the OD consultant was the moment he realised how the people side of an organisation could drive real change. The pull of OD was undeniable. After ‘dipping his toe in the water’ by attending an OD Europe conference Ian then went on to complete the [Organisation Development Practitioners Programme](https://www.roffeypark.com/open-programmes/organisational-development-practitioners-programme/) at [Roffey Park Institute](https://www.roffeypark.com/) and subsequently the Organisational Development Graduate Certificate. Through working on the merger, being skilfully mentored by the OD consultant and attending Roffey Park’s programmes, Ian gradually transitioned from finance to OD and found his way to [NHS Horizons](https://horizonsnhs.com/) in 2018—a consultancy focused on supporting organisational change in the NHS. This wasn’t just a career change; it was a shift in mindset. He had a newfound passion for helping people within organisations grow, adapt and thrive. But Ian wasn’t finished there. He wanted to solidify his expertise and gain a formal qualification to complement his practice. Enter the [MSc in People and Organisational Development](https://www.roffeypark.com/open-programmes/masters-in-people-and-organisational-development/) at Roffey Park Institute. For Ian, this wasn’t just about adding another degree to his CV — it was about earning a qualification that reflected his commitment to understanding the human side of organisations at a deeper level. He wanted to be recognised as an OD practitioner, someone who could guide organisations and individuals through transitions, growth and change. ## **Applying OD learnings through reflection** Ian’s time at Roffey Park was filled with opportunities for growth and learning but in the midst of it all, he found a powerful realisation that would stay with him: change in organisations doesn’t just come from new frameworks, different facilitation techniques or shiny tools, it comes from understanding people—where they’re at, how they’re feeling and what they need to move forward. Perhaps one of the most significant parts of Ian’s MSc experience was his dissertation. It wasn’t just an academic exercise; it was a personal exploration of failure and transition. After years of managing stable finances within a number of NHS organisations, Ian found himself facing challenges that he couldn’t immediately fix. The dissertation allowed him to reflect on those struggles, the failures that defined him and the deeper lessons that came from them. ![Self reflection](https://www.roffeypark.com/wp-content/uploads/2025/01/Self-reflection.jpg) Through this self-reflection, Ian realised that transitions—whether in careers, organisations or personal lives—don’t have to be seen as setbacks. They can be moments of immense growth, even when they come with failure. Ian has now started to use this shift in perspective within his work at NHS Horizons, taking lessons about failure and transitions and weaving them into his OD practice. At NHS Horizons, Ian’s role involves guiding organisations through change, whether that’s in leadership, culture or processes. But Ian doesn’t just provide solutions; he creates spaces for reflection, connection and meaningful conversations. He believes that real change comes from allowing people to pause, think and engage with the process of transformation and the people involved, not just the outcomes. Whether coaching individuals or facilitating team-building exercises, Ian encourages people to reflect on their own journeys, learn together and discover how they can move forward with resilience and purpose. Recently, Ian delivered his findings and learnings from his MSc dissertation at a Leadership and Culture Festival, to an outstanding response. One attendee commented that “Throughout all my time working for [MLCSU](https://www.midlandsandlancashirecsu.nhs.uk/) and previous organisations, this was by far the most thought-provoking session I’ve ever been able to attend. It was also reassuring to hear others’ stories. I think that a lot of wider leaders would benefit from hearing this session as a reminder that many people are tackling things in their lives and to therefore lead with a bit more compassion and understanding.” Of feedback received, Ian’s session was rated, on average, at 4.7/5 stars for how attendees felt the session benefited their leadership and culture knowledge and skills and rated 4.8/5 stars for the overall experience of the session. ## **The power of warmth** In Ian’s world, OD isn’t just about frameworks and theories—it’s about the people within the organisation. For Ian, people-centred change starts with warmth. This warmth isn’t superficial; it’s about building genuine relationships grounded in trust, care and empathy. “A key element in our team’s approach is warmth, which is essential for OD practitioners.” Ian told us. He believes when people feel cared for, supported and understood, they’re far more likely to engage with change and if needed take risk and be innovative. “OD is about helping people become the best version of themselves and organisations to reach their full potential,” Ian explained. “It’s about guiding people, with warmth, through reflection and dialogue to find their own path forward.” ![The power of warm leadership](https://www.roffeypark.com/wp-content/uploads/2025/01/Warmth-in-business.jpg) At NHS Horizons, Ian and the wider team embody this approach in every interaction. Whether leading organisational change or facilitating a team discussion, their goal is to create an atmosphere where individuals feel seen, have a voice and are heard. This genuine care and collaborative approach builds trust, encouraging people to share their experiences and actively engage in their own development. Ian’s approach to OD is not theoretical—it’s something he lives every day. Through the tools and insights from his MSc, Ian helps people navigate transitions, whether in careers, organisational change or personal challenges. He emphasises that failure isn’t a stop sign; it’s an opportunity to reflect, learn and grow. He encourages people to see challenges not as roadblocks but as chances for growth. In a world where organisations can sometimes feel impersonal, Ian’s philosophy of warmth reminds us that people are at the heart of all successful change. --- --- title: "Apply for a Roffey Park MSc" url: "https://www.roffeypark.com/msc-application/" lang: "en-GB" type: "page" last_modified: "2026-08-11T14:38:47+00:00" --- # Apply for a Roffey Park MSc We’re excited that you’ve chosen to take the next step.  To apply for a place on the course, please complete the following form.  Please ensure you have all the information you need before starting to complete the online form. Once you have submitted your application it will be reviewed by the programme director and an informal interview will be arranged. If successful, you will then receive a written offer. _**If you have any issues using the online form below or have a preference to apply offline, you can [download a PDF version of our application form here](https://www.roffeypark.com/wp-content/uploads/2025/12/MSc-Application-Form-2026.pdf).**_ X/Twitter This field is for validation purposes and should be left unchanged. Which MSc are you applying for?(Required)Please select...People & Organisational DevelopmentLeadership & Management ### Personal Information Title(Required)Please select...MrMrsMsMxSirDameDrCllrLadyLordOther Please Specify(Required) Surname or Family Name(Required) Other Names (in full)(Required) Address(Required) Postcode(Required) Personal Tel No(Required) Personal Email(Required) Current (or most recent) Organisation(Required) Job Title(Required) Business Address(Required) Business Postcode Business Tel Business Email ### Employment history Include employment & self-employment Experience:(Required)Date From Date To Position Held Employer   Add Remove ### Education and Qualifications After age 16 Education and Qualifications(Required)College / University or Professional Body Date From Date To Subject of Study Type of Qualification (e.g Degree) Grade   Add Remove ### Managerial responsibility Describe the experience you have, including key achievements, which you feel are relevant to this application(Required) How will you organise yourself to complete the MSc successfully?(Required) Where did you hear about the MSc?(Required)Please select...Email from Roffey ParkRoffey Park WebsiteSocial MediaGoogle / Search EngineWord of MouthPress ArticlePrinted AdvertFindAMasters If you are happy to share who recommended the course, please enter their name below: Please briefly explain your motivation for joining this qualification(Required) When completed how do you hope to use this qualification?(Required) Is English your first language?(Required) Yes No (you may be required to submit certification that you  have English language proficiency at a minimum of IELTS 6.5.) Further Relevant Information Please add any further details relevant to this section and the application in the box above, ### Equal Opportunities Monitoring Form: Explicit Consent Roffey Park is keen to ensure that all clients are treated fairly, and the selection and assessment process is free from discrimination based on age, gender, ethnicity, religion or belief, sexual orientation or disability. This also ensures meaningful equal opportunity monitoring and reporting as part of the Annual Monitoring report which is submitted annually to the University. Such data is collated and anonymised by Roffey Park. Date of Birth(Required) Nationality(Required) Sex(Required) Male Female Other Prefer not to say How would you describe your ethnic group?(Required)Please select...White: English/Welsh/Scottish/Northern Irish/BritishWhite: IrishWhite: Gypsy or Irish TravellerAny Other White Background----------------------------------------Mixed/Multiple: White & Black CaribbeanMixed/Multiple: White & Black AfricanMixed/Multiple: White & AsianAny Other Mixed/Multiple----------------------------------------Asian/Asian British: IndianAsian/Asian British: PakistaniAsian/Asian British: BangladeshiAsian/Asian British: ChineseAny Other Asian/Asian British----------------------------------------Black/African/Caribbean/Black British: AfricanBlack/African/Caribbean/Black British: CaribbeanAny Other Black/African/Caribbean/Black British----------------------------------------ArabAny Other Ethnic GroupPrefer not to Say Please specify(Required) How would you describe your religion/belief?(Required)Please select...Christian (including Church of England, Catholic, Protestant and all other Christian denominations)BuddhistHinduJewishMuslimSikhAny other religionNo Religion/BeliefPrefer not to say Please specify(Required) How would you describe your sexual orientation?(Required)Please select...HeterosexualBisexualGayLesbianOtherPrefer not to say Disability(Required) Yes No The Equality Act 2010 defines a disability as “a physical or mental impairment which has a substantial and long-term (more than 12 months) adverse effect on that person’s ability to carry out normal day-to-day activities" Please tick the description(s) that you think best describe your disability(Required) Dyslexia Hearing Impairment/Deaf Partially Sighted/Blind Mental Health Condition Unseen Disability, e.g. Diabetes, Epilepsy, Asthma Wheelchair User Mobility Difficulty Other Please Specify(Required) Consent(Required) I acknowledge that I have received a copy of Roffey Park’s Privacy Notice for Clients, Participants and Delegates (Controller) and that I have read and understood it. Accordingly, I hereby consent to the following: For Qualifications accredited by the University of Sussex – Roffey Park will use information about my date of birth, age, gender, ethnic origin, religion or belief, sexual orientation and disability for the purpose detailed above Submit Δ --- --- title: "Reflections on Our Year and Visions for the Future" url: "https://www.roffeypark.com/articles/reflections-on-our-year-and-visions-for-the-future/" lang: "en-GB" type: "post" description: "As we look back on the past year at Roffey Park Institute, it’s been a year of collaboration, growth and client success. From the achievement of our Organisational Development Conference to the continued impact of our MSc programme, we’ve seen" last_modified: "2024-12-23T14:36:30+00:00" categories: [Company News] tags: [Company News] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Reflections on Our Year and Visions for the Future As we look back on the past year at [Roffey Park Institute](https://www.roffeypark.com/), it’s been a year of collaboration, growth and client success. From the achievement of our [Organisational Development Conference](https://www.roffeypark.com/articles/roffey-park-institute-2024-od-conference-reflections-thinking-global-acting-local/) to the continued impact of our [MSc programme](https://www.roffeypark.com/open-programmes/masters-in-people-and-organisational-development/), we’ve seen incredible progress across the board. Our [open and tailored programmes](https://www.roffeypark.com/open-programmes/) have consistently impressed and we’ve also been refining our focus on [consultancy](https://www.roffeypark.com/consultancy-offer/) and partnership work, which has strengthened our relationships with our clients. Internally, we’ve embraced a more unified approach, with innovation and data-driven decisions playing a key role in shaping our strategy. It has also been a year of change and organisational navigation which presented challenges but we’ve navigated them with dedication and a clearer vision for the future. As we prepare for 2025, we’re excited about the opportunities ahead and the chance to continue positively impacting the organisations we work with. Here’s a look at what’s shaped this year and where we’re headed next. ## Adapting our approach to meet evolving needs Over the past year, we’ve focused on building strong partnerships with clients by tailoring solutions to meet their unique challenges and delivering what matters. Our approach centres on collaboration, co-design and partnering to ensure that solutions are aligned with clients’ strategic goals. We don’t believe in a one-size-fits-all model; instead, we work closely with clients to understand their needs and develop bespoke programs that are agile and adaptable. A key part of our approach is strengthening our consultation process, ensuring that we deeply understand client requirements before designing solutions. This has allowed us to be responsive and deliver high-quality outcomes, even in dynamic and challenging environments. By adopting open communication and maintaining flexibility, we’ve been able to meet client needs effectively while building lasting relationships. Our ultimate goal is to not only address our client’s current challenges but to anticipate their future needs, ensuring long-term impact and success. ![OD conference](https://www.roffeypark.com/wp-content/uploads/2024/12/IMG_4545-resized.jpeg) ## Growth, challenges and strategic development At [Roffey Park Institute](https://www.roffeypark.com/), we’ve experienced a transformative year. We’ve seen substantial progress in our internal collaborations, which have helped shape a more unified strategy. Internally, the year saw greater participation in shaping our strategy, fostering a collective understanding of our purpose and future direction. We’ve invested in innovation by setting up new teams and giving them the freedom to work in the most effective ways possible. A stronger commercial mindset has emerged, powered by data-driven decision-making, which has been instrumental in our successes. While challenges were part of the journey, they presented opportunities for growth and innovation. Navigating resourcing and internal decision-making processes called for strategic planning and prioritisation, which strengthened our approach. The time and effort invested in both nurturing existing client relationships and forging new ones proved invaluable, ultimately showcasing the impact of our dedication and clear communication Overall, Roffey Park Institute has made significant strides in collaboration, innovation and strategy this year. Despite challenges, key achievements position us for continued growth, success and a strong foundation for 2025 and beyond. ## Future opportunities and challenges As we look toward 2025, we’re focused on expanding our offerings in response to evolving market trends. Our clients are facing emerging challenges such as adapting business models, managing multigenerational talent, sustaining inclusive cultures and ensuring the organisational capability to adapt to uncertainty. These are areas where we can add value by developing new programmes that address these needs head-on. The coming year promises exciting opportunities, with several new client projects on the horizon. We’re excited about the potential to deepen our existing relationships, helping clients deliver even more of what matters to them. Additionally, the potential for further development in Roffey Park Europe and Roffey Park Institute remains strong, particularly in our [graduate and early career offerings.](https://www.roffeypark.com/open-programmes/graduate-development-programme/) The challenge for us in the future will be to continue growing while maintaining the level of personalised service our clients value. We have an exciting opportunity to be even more attuned to their needs, delivering solutions that are both highly impactful and sustainably designed We also recognise the importance of internal alignment and sustainability—both for our clients and for Roffey Park. Looking forward, we’re confident that Roffey Park’s commitment to being a trusted partner and a leader in organisational development will continue to drive our success, helping our clients navigate uncertainty and achieve lasting growth**.** --- --- title: "Research Paper – Crabwise: The Theatre of Leadership" url: "https://www.roffeypark.com/articles/research-paper-crabwise-the-theatre-of-leadership/" lang: "en-GB" type: "post" description: "In Crabwise: The Theatre of Leadership, Roffey Park Programme Director Ben Baginsky draws inspiration from Peter Brook’s seminal work The Empty Space to offer a refreshing perspective on leadership. Ben explores Brook’s four types of theatre—Deadly, Holy, Rough, and Immediate—and develops a framework" last_modified: "2024-12-09T15:24:38+00:00" categories: [Research] tags: [Leadership Development, Management Development] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Research Paper – Crabwise: The Theatre of Leadership In _Crabwise: The Theatre of Leadership_, Roffey Park Programme Director Ben Baginsky draws inspiration from Peter Brook’s seminal work _The Empty Space_ to offer a refreshing perspective on leadership. Ben explores Brook’s four types of theatre—Deadly, Holy, Rough, and Immediate—and develops a framework for leadership to meet the complexities and challenges of today’s world. Rather than viewing leadership as a hierarchical role bound by convention, we are encouraged to embrace a more fluid, dynamic, and purposeful approach, with leadership as an ongoing process of movement, where progress is not always linear, but shaped by adaptability, humility, and the pursuit of meaningful change.  ## Complete the form to download your FREE copy now! --- --- title: "In House Programmes" url: "https://www.roffeypark.com/in-house-programmes/" lang: "en-GB" type: "page" description: "Download Flyer Customised Training: While based on standard open course content, programmes are contextualised for your organisation, ensuring relevance and confidentiality. They encourage team cohesion by allowing members to learn and grow together in a supportive, exclusive environment. Flexibility: You" last_modified: "2026-02-17T14:30:26+00:00" custom_fields: wpex_overlay_header_dropdown_style: "default" --- # In House Programmes Empower Your Team with Tailored In-House Training At Roffey Park Institute, we specialise in delivering impactful in-house training programmes designed to address your organisation’s unique challenges. Whether you need leadership development, organisational design expertise, or resilience training, our solutions are crafted to drive collective growth and meaningful results. Delivered in formats that suit your team—on-site, virtually, or blended—our training fosters a collaborative, exclusive learning environment, ensuring your team builds skills together and achieves shared goals. [Download Flyer](https://www.roffeypark.com/wp-content/uploads/2025/04/In-House-Programmes-Flyer.pdf) ## Case Study: Harsco Environmental Roffey Park Institute has partnered with Harsco Environmental to co-create immersive, in-house leadership programmes that support global business transformation. Through experiential learning, cross-functional collaboration, and a people-first design, these programmes have built stronger relationships, enhanced operational performance, and helped embed a culture of connection across Harsco’s global workforce. ![](https://www.roffeypark.com/wp-content/uploads/2025/05/harsco.png) [Download](https://www.roffeypark.com/wp-content/uploads/2025/05/Case-Study-HARSCO-ENVIRONMENTAL.pdf) Why Choose In-House Training? - **Customised Training**: While based on standard open course content, programmes are contextualised for your organisation, ensuring relevance and confidentiality. They encourage team cohesion by allowing members to learn and grow together in a supportive, exclusive environment. - **Flexibility**: You control the “where, when, and how” of the training, with options for on-site, virtual, or blended delivery. You can choose the facilitator best suited to your organisation. - **Cost-effectiveness**: Ideal for teams of eight or more, in-house training provides a financially efficient way to enhance skills collectively, compared to enrolling individuals in open courses. Can't see what you are looking for? All of our [open programmes](https://www.roffeypark.com/open-programmes/) can be delivered as in-house programmes.  You may also be interested in our [tailored](https://www.roffeypark.com/tailored-development-programmes/) and [consultancy offering](https://www.roffeypark.com/consultancy-offer/). Our In-House Programmes:[All](#)[Change and Resilience](#)[Leadership Development](#)[Management Development](#)[Not Listed](#)[Organisational Development and HR](#)[Organisational Learning](#) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/Advanced-Facilitation-Skills-Course-hero-300x256.jpg)](https://www.roffeypark.com/in-house-programmes/advanced-facilitation-skills/) ## [Advanced Facilitation Skills](https://www.roffeypark.com/in-house-programmes/advanced-facilitation-skills/) Take your facilitation skills to the next level. [Find out more >](https://www.roffeypark.com/in-house-programmes/advanced-facilitation-skills/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/facilitation-skills-image-300x256.jpg)](https://www.roffeypark.com/in-house-programmes/facilitation-skills/) ## [Facilitation Skills](https://www.roffeypark.com/in-house-programmes/facilitation-skills/) Develop practical facilitation skills to guide discussions, build consensus, and create collaborative environments. [Find out more >](https://www.roffeypark.com/in-house-programmes/facilitation-skills/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/employee-enagement-300x256.jpg)](https://www.roffeypark.com/in-house-programmes/internal-business-partnering-skills/) ## [Internal Business Partnering Skills](https://www.roffeypark.com/in-house-programmes/internal-business-partnering-skills/) Learn what it means to be a Business Partner and practise the skills you need for the world of work… [Find out more >](https://www.roffeypark.com/in-house-programmes/internal-business-partnering-skills/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/Header-300x256.jpg)](https://www.roffeypark.com/in-house-programmes/leadership-development/) ## [Leadership Development](https://www.roffeypark.com/in-house-programmes/leadership-development/) Develop the behaviours and skills needed to successfully lead your team and organisation. [Find out more >](https://www.roffeypark.com/in-house-programmes/leadership-development/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/Image-1-5-300x256.jpg)](https://www.roffeypark.com/in-house-programmes/leadership-essentials/) ## [Leadership Essentials](https://www.roffeypark.com/in-house-programmes/leadership-essentials/) Develop the behaviours and skills relevant to successfully lead your organisation. [Find out more >](https://www.roffeypark.com/in-house-programmes/leadership-essentials/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/management-essentials-course-1-300x256.jpg)](https://www.roffeypark.com/in-house-programmes/management-essentials/) ## [Management Essentials](https://www.roffeypark.com/in-house-programmes/management-essentials/) Develop and practise the essential management skills needed for the world of work today. [Find out more >](https://www.roffeypark.com/in-house-programmes/management-essentials/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/Manager-as-Coach-hero-300x256.jpg)](https://www.roffeypark.com/in-house-programmes/manager-as-coach/) ## [Manager as Coach](https://www.roffeypark.com/in-house-programmes/manager-as-coach/) Developing practical coaching skills for managers. [Find out more >](https://www.roffeypark.com/in-house-programmes/manager-as-coach/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/Developing-the-HR-Directors-of-the-Future-300x256.jpg)](https://www.roffeypark.com/in-house-programmes/personal-impact-influence/) ## [Personal Impact & Influence](https://www.roffeypark.com/in-house-programmes/personal-impact-influence/) Grow in confidence and develop the skills to have greater impact and influence at work. [Find out more >](https://www.roffeypark.com/in-house-programmes/personal-impact-influence/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/Practical-Facilitation-Skills-Course-hero-300x256.jpg)](https://www.roffeypark.com/in-house-programmes/practical-facilitation-skills/) ## [Practical Facilitation Skills](https://www.roffeypark.com/in-house-programmes/practical-facilitation-skills/) Enable groups to work together more effectively. [Find out more >](https://www.roffeypark.com/in-house-programmes/practical-facilitation-skills/) --- --- title: "How to Combat Burnout at Work" url: "https://www.roffeypark.com/articles/how-to-combat-burnout-at-work/" lang: "en-GB" type: "post" description: "As we approach the Christmas break and another year starts to wrap up, many people are starting to feel the effects of burnout at work. But what is burnout? From Mental Health UK, burnout is defined as a ‘state of" last_modified: "2024-12-06T11:22:20+00:00" categories: [Change and Resilience, Organisational Culture] tags: [Change and Resilience] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # How to Combat Burnout at Work As we approach the Christmas break and another year starts to wrap up, many people are starting to feel the effects of burnout at work. But what is burnout? From [Mental Health UK](https://mentalhealth-uk.org/), burnout is defined as a ‘**_state of physical, mental and emotional exhaustion. It can occur when you experience long-term stress and feel under constant pressure_**.’ Burnout has become a significant concern in today’s fast-paced, output-driven workplaces and it comes as no shock to hear many struggle with fatigue, emotional exhaustion and disengagement. Not only that. With remote and hybrid working the norm in most of today’s workplaces, building interpersonal relations, which for years enabled a work-life balance within the physical workplace, is becoming far less common. As a result, remote employees often feel a sense of isolation, especially in the most stressful of situations. But there’s hope. With a more effective and strategic approach to employee wellbeing and individual resilience, we can begin to combat burnout, fostering a healthier work-life balance. ## Understanding burnout at work Burnout occurs when people feel physically and emotionally drained from prolonged stress that can lead to exhaustion, frustration and a sense of being ineffective. It’s not just about feeling tired—it’s a deep, persistent sense of being overwhelmed that affects both mental health and productivity. Ultimately, when people work tirelessly without a break, they feel burnt out. The symptoms of burnout are easy to overlook, especially now that remote working is the norm. They can include physical exhaustion, lack of motivation, irritability and difficulty concentrating. People might also experience a sense of detachment from their work, feeling like they’re going through the motions without passion. The causes of burnout often stem from factors like long hours, unrealistic expectations, lack of support and the inability to disconnect from work. ![Woman-suffering-from-burnout](https://www.roffeypark.com/wp-content/uploads/2024/12/Woman-suffering-from-burnout.jpg) ## The role of employers in preventing burnout To prevent burnout, employers must create clear strategies, define responsibilities and set decision-making parameters. Investing in leadership development ensures employees have the necessary skills to perform their roles effectively and confidently. A positive culture that promotes open and honest conversations is vital for resolving conflicts and managing stress. Encouraging difficult conversations helps prevent issues from escalating and enables healthy working relationships. Also, empowering employees to set boundaries and providing the tools for confidence-building can alleviate pressures. A supportive work environment is crucial; where mental health is openly discussed and resources are available to help manage anxiety. Offering flexible work hours, mental health support, team-building days away from the office and access to counselling services are key measures that can reduce stress and prevent burnout. By providing the right resources and maintaining a well-rounded approach, employers can create a workplace that supports well-being and minimises the risk of burnout before it takes hold. It can be hard to know where to start when looking to implement this type of approach in your workplace. Thankfully there are measures that leaders can take to grow the capabilities to effectively influence organisational culture. For example, leadership, management and coaching programmes are widely available at expert [learning and development institutes such as Roffey Park](https://www.roffeypark.com/). ## The impact on mental health and work life Burnout doesn’t just affect our work—it spills over into every aspect of life. It can lead to anxiety, depression and a decline in overall well-being. As the pressure builds, people might find themselves losing interest in things that once brought joy, including hobbies or spending time with loved ones. For organisations, burnout translates to lower productivity, higher employee turnover rates and a toxic work environment. It’s a cycle that affects both the individual and the community. That’s why fostering a positive work culture and growing individual resilience is crucial—not just for our mental health but for the well-being of the people around us and the success of the workplace as a whole. ## Tips to overcome burnout Resilience is the ability to bounce back from stress and adversity and it’s a key factor in overcoming burnout. It’s about cultivating a mindset that helps us manage difficult thoughts and emotions. Fortunately, resilience is something we can develop with effective coaching and practice. Here’s how. **Mindset Shifts**: Resilience starts with our thoughts. Adopting a growth mindset—believing that we can learn and grow from challenges—can shift the way we approach work and stress. Reframing negative thoughts and focusing on solutions, rather than problems, helps to prevent us from getting overwhelmed. **Self-Care Practices**: Mental health relies heavily on physical health. Simple self-care habits like regular exercise, proper nutrition and adequate sleep can significantly improve resilience. Taking breaks during the workday, even for just a few minutes, helps reset your mind and body. **Time Management**: One of the biggest contributors to burnout is feeling like there’s never enough time. Prioritising tasks and setting clear boundaries is essential. Resilience involves recognising that we can’t do everything at once and it’s okay to ask for help when needed. **Setting Boundaries**: It’s important to establish boundaries between work and life. This includes knowing when to turn off work emails, saying no to extra tasks when overwhelmed and allowing time for rest and relaxation. **Seeking Support**: Resilience doesn’t mean doing everything alone. Connecting with others—whether it’s through a community at work, family support or professional help—can provide a vital source of strength. A support system helps us stay grounded and offers encouragement when things feel tough. ![Employees-supporting-one-another](https://www.roffeypark.com/wp-content/uploads/2024/12/Employees-supporting-one-another.jpg) ## Building a resilient community at work Resilience is not just an individual effort—it’s a collective one. A supportive work culture, where people feel safe to share their struggles and offer help to others, is essential for preventing burnout. When people feel like they belong to a community that values their well-being, they are more likely to thrive, even in high-pressure environments. Creating a community that supports mental health includes celebrating achievements, no matter how small and fostering connections between colleagues. When people work together and lean on each other, they can share the weight of challenges and celebrate resilience together. ## It’s ok to talk If you’re feeling burnt out, remember that you’re not alone. Reach out to those around you for support and take steps to protect your time, energy and well-being. Building resilience isn’t a quick fix—it’s a lifelong practice that will help you navigate challenges at work and in life and it is always much harder doing it alone. Start small, take care of yourself and lean on your community. Your resilience will grow with each step you take toward better mental health and a balanced life. --- --- title: "Contact us about an in house programme" url: "https://www.roffeypark.com/contact-us-in-house-programme/" lang: "en-GB" type: "page" last_modified: "2024-12-05T13:39:37+00:00" custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Contact us about an in house programme Please use this form to contact us about an In House Programme or use the contact details below to reach one of our regional offices. LinkedInThis field is for validation purposes and should be left unchanged. Name(Required) First Last Company(Required) Job Title(Required) Email(Required) Phone(Required) Please provide more details of your enquiry(Required) Privacy(Required) I accept the Roffey Park [Terms and Conditions](https://www.roffeypark.com/terms-conditions/) and [Privacy Policy](https://www.roffeypark.com/privacy-policy/). Marking Opt-Out Please do not send me any marketing Submit Δ ## Contacting our regional offices ### In the UK Tel: [+44 (0) 01293 851 644](tel:+441293851644) Email: [hello@roffeypark.ac.uk](mailto:hello@roffeypark.ac.uk) Roffey Park Institute Forest Road Horsham West Sussex RH12 4TB ### In Europe Tel: [+44 (0) 01293 851 644](tel:+441293851644) Email: [hello@roffeypark.ac.uk](mailto:hello@roffeypark.ac.uk) Roffey Park Institute Ireland Hamilton House 28 Fitzwilliam Place Dublin 2 Ireland --- --- title: "Thanks for contacting us about our Masterclasses" url: "https://www.roffeypark.com/contact-us/contact-masterclass-thanks/" lang: "en-GB" type: "page" last_modified: "2025-03-21T10:36:21+00:00" custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Thanks for contacting us about our Masterclasses Thank you for your enquiry. A member of our team will be in touch with you shortly. In the meantime if you need to talk to us urgently please telephone [+44 (0) 01293 851 644](tel:+441293851644). --- --- title: "Empowering Future Leaders with Roffey Park’s Graduate Development Programme" url: "https://www.roffeypark.com/articles/empowering-future-leaders-with-roffey-parks-graduate-development-programme/" lang: "en-GB" type: "post" description: "If you're a Graduate, HR or L&D manager looking to invest in the growth and development of your emerging talent, Roffey Park Institute's Graduate Development Programme presents an excellent opportunity to fast-track the careers of a cohort of graduates within" last_modified: "2024-11-22T11:21:24+00:00" categories: [Leadership Development, Management Development] tags: [Leadership Development, Management Development] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Empowering Future Leaders with Roffey Park’s Graduate Development Programme If you’re a Graduate, HR or L&D manager looking to invest in the growth and development of your emerging talent, Roffey Park Institute’s Graduate Development Programme presents an excellent opportunity to fast-track the careers of a cohort of graduates within your organisation. This leading graduate training programme is specifically designed to help young professionals transition seamlessly from academic life to roles with real responsibility, equipping them with the essential skills and insights to thrive in today’s competitive work environment. > _Every organisation says that ‘graduates are the future’, but too often development strategies are stuck in the past. At Roffey Park, we champion experiential, reflective and skills-based learning to build resilient, adaptive leaders. Our new Graduate Development Programme challenges the status quo by exploring an applied development approach that truly empowers graduates_ – [Brian O’Mahony](https://www.roffeypark.com/articles/staff-spotlight-brian-omahony/), Head of Sales (Europe) at Roffey Park Institute. Here’s what makes the programme stand out: ## Graduate Leadership Development The Graduate Leadership Development track within the programme focuses on nurturing core leadership capabilities. Participants develop skills in areas like emotional intelligence, communication, strategic thinking and decision-making. These competencies are crucial for graduates looking to enhance their professional development to ultimately contribute to the success of their team and organisation. The programme blends theory with practical application, giving graduates the confidence to lead with purpose and impact. ## Interactive Learning for Real-World Skills Roffey Park’s [Graduate Development Programme](https://www.roffeypark.com/open-programmes/graduate-development-programme/) goes beyond traditional classroom learning. The programme is centred around interactive activities such as case studies, role-playing and group challenges. These hands-on experiences not only build critical thinking and problem-solving skills but also improve collaboration and communication—key qualities for effective leadership. One-on-one coaching ensures that each graduate receives personalised feedback, making the learning process tailored to their individual growth. ## Accelerating Career Progression for Graduates A major focus of the Graduate Development Programme is career progression for graduates. By providing participants with the tools and insights they need to navigate the early stages of their careers, the programme helps graduates accelerate their professional growth. It’s designed to help individuals identify their strengths and areas for development, providing a clear path to leadership roles in the future. ![Young man smiling](https://www.roffeypark.com/wp-content/uploads/2024/11/Young-man-smiling.jpg) ## Tailored Skill-Building for Real-World Success What sets Roffey Park’s [Graduate Development Programme](https://www.roffeypark.com/open-programmes/graduate-development-programme/) apart is its commitment to tailored skill-building. Instead of offering a one-size-fits-all process, the programme is customised to address the unique strengths and areas for growth of each participant. Graduates are not just learning theoretical concepts; they are developing competencies that are directly relevant to their future roles. The result? Graduates leave the programme not only more self-aware but also better equipped to navigate the challenges and opportunities that lie ahead in their careers. ## Networking Opportunities for Aspiring Leaders Roffey Park also places a strong emphasis on building professional networks. As part of the programme, graduates gain access to a range of networking opportunities with senior leaders, industry experts, and fellow participants. These connections are invaluable for graduates, offering insights, mentorship, and the chance to build relationships that can support your career long after the programme ends. ## Why Choose Roffey Park’s [Graduate Development Programme](https://www.roffeypark.com/open-programmes/graduate-development-programme/)? With its focus on tailored skill-building, real-world application, critical thinking and long-term career success, Roffey Park’s approach prepares graduates to thrive in leadership roles and make a meaningful impact. It’s an investment in not just skills but in the leadership potential of the next generation. Whether you’re a graduate looking to build a strong foundation for your career or an organisation seeking to develop future leaders, this programme offers everything you need to succeed. Discover how Roffey Park’s [Graduate Development Programme](https://www.roffeypark.com/open-programmes/graduate-development-programme/) can help shape tomorrow’s leaders. --- --- title: "Transforming my workplace through OD – Susanette Mansour" url: "https://www.roffeypark.com/articles/transforming-my-workplace-through-od-susanette-mansour/" lang: "en-GB" type: "post" description: "People often ask, what is Organisational Development (OD)? But the reality is you might already be practicing it without necessarily realising. That was the case for Susanette Mansour, CEO of Croydon Vision and Organisation Development Practitioners (ODP) programme alumna. Susanette" last_modified: "2024-11-27T16:22:40+00:00" categories: [Leadership Development, Organisational Development and HR] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Transforming my workplace through OD – Susanette Mansour People often ask, what is [Organisational Development (OD)](https://www.roffeypark.com/open-programmes/organisational-development-practitioners-programme/)? But the reality is you might already be practicing it without necessarily realising. That was the case for Susanette Mansour, CEO of [Croydon Vision](https://croydonvision.org.uk/) and [Organisation Development Practitioners (ODP)](https://www.roffeypark.com/open-programmes/organisational-development-practitioners-programme/) programme alumna. Susanette told us, “The ODP affirmed a lot of what I already knew as well as giving me more structure and awareness, especially for the future.” Susanette is a qualified accountant (ACCA) and always enjoyed the performance management and change management side of accounting. “I love going into an organisation and together with the right people seeing transformation taking place.” The grounding of Susanette’s practice lies in the power of working with people and empowering those around her. She explained, “When working in change management it is important to enable key stakeholders to lead rather than title focus. The leader’s role is to facilitate meetings that bring the best outcome, utilising early adopters and encouraging those sitting on the fence perhaps uncertain of what this change means for them.” This foundation was the beginning of the incredible transformation of Susanette’s workplace – the heart of a charity and the mindset of a business. ## The importance of differentiation During the covid pandemic, Susanette asked herself ‘How can Croydon Vision differentiate to implement a sustainable model that will support the organisation in years to come?’ The question became double important when Croydon Council announced bankruptcy, knowing the ripple effect could be with no or minimal funding. Something had to change. Croydon Vision being a charity meant that introducing price to a product that had always been free was going to have its pushbacks, so the initial introduction of the concept was challenging. Susanette explained, “When I first shared the idea, I received plenty of resistance, however in reading the room there were some interested parties eager to learn more. They were my early adopters and with time soon became the leaders and voices that drove the concept to actualisation.” Understanding that sustainability would become an issue if the concept was not introduced, Croydon Vision agreed Susanette’s idea. In doing so, they also created a hardship fund for those who might be in financial difficulties, maintaining their charitable values. Some of the concerns were that there would be less footfall for services and less demand due to a price tag. Susanette said, “We listened and worked alongside the right people (influencers within), empowering them to go forward, to take action and to walk the corridors slowly with other members. It’s amazing to see a transformation taking place and members asking what they can do to support their organisation.” The below gives a synopsis of the change so far: - Paid for services has increased from 22% to 75% - 14% increase in membership footfall, leading to increased sales - 19% increase in hall hire and rental income due to increased marketing - A give back campaign of members becoming volunteers to promote services – almost 50% of the current volunteer team are members - A hardship fund is now available, created by members and designed to include people in need ## A culture of empowerment What Susanette is most proud of is her contribution and commitment to transforming Croydon Vision from providing tea and sympathy to a collaborative model of taking ownership. This is about encouraging people with sight loss to ask what Croydon Vision can do for them as well as people asking what they can do for Croydon Vision. Susanette added, “Our focus is about giving people hope that there is life after sight loss, walking a journey with each person and transforming people’s lives from dependence to independence.” ![Togetherness. Empowerment](https://www.roffeypark.com/wp-content/uploads/2024/11/Togetherness.jpg) This became possible through the creation of a strong culture of empowerment using Croydon Vision’s 5 steps collaborative model. People with sight loss take part in an evolution of learning skills with the end goal of giving back to the community. Susanette explained, “We are working to see many lives thrive after sight loss. This includes increasing employment, encouraging people to become ambassadors and scaling awareness of sight loss. We have created that culture of empowerment to say ‘You’re not alone and your journey might not be as quick as another person but that’s ok. We’re all on this journey together.’” Croydon Vision is now raising awareness of sight loss in their community. For example, to improve service provision in supermarkets to enable people with sight loss to shop independently. When this is done well, we celebrate the businesses but when it is not, Croydon Vision approaches the organisation to suggest visual awareness workshops for their team. In fact, Susanette and her team provide awareness training to several organisations in Croydon and the surrounding boroughs. ## A testament to teamwork The shared peer support and networking aspect of the collaborative model is also very powerful, Susanette explained. For example, intergenerational learning allows younger people to meet with those at a working age and seeing them getting back into work gives them hope and inspiration for the future. Susanette said, “The people learn from one another to develop leadership skills and social skills – some have even graduated from universities to come back into their community and mentor others through their experiences. The culture of empowering one another is so important. We encourage the concept of taking ownership – this is your organisation.” ## How does Susanette’s story relate to OD? OD is a vast field and OD practitioners still struggle to agree on a definition. For Susanette, OD is all about working with the right people. It’s about how effective an organisation can be and it is about measuring impact in a tangible way that can cross-align with your strategy. --- --- title: "Embracing diversity: why is tolerance in workplaces so important?" url: "https://www.roffeypark.com/articles/embracing-diversity-why-is-tolerance-in-workplaces-so-important/" lang: "en-GB" type: "post" description: "November 16th marks the International Day for Tolerance, a day dedicated to recognising the importance of tolerance in building harmonious and inclusive societies and workplaces. This serves as a reminder that tolerance is not just about acceptance, but about celebrating" last_modified: "2024-11-14T15:53:16+00:00" categories: [Leadership Development, Organisational Culture] tags: [Leadership Development] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Embracing diversity: why is tolerance in workplaces so important? November 16th marks the [International Day for Tolerance](https://www.unesco.org/en/days/tolerance), a day dedicated to recognising the importance of tolerance in building harmonious and inclusive societies and workplaces. This serves as a reminder that tolerance is not just about acceptance, but about celebrating our differences and building bridges between people and cultures. ## Why tolerance matters Tolerance, according to [UNESCO](https://www.unesco.org/en), is not merely about enduring differences; it is about respecting and valuing them. In a world where division, conflict and discrimination are ever apparent, fostering tolerance is more important than ever. Tolerance involves understanding that everyone, regardless of their race, religion, nationality or gender, is entitled to live with dignity and respect in any context. Tolerance is important everywhere—in society, sports, the workplace, and so on. Tolerance in any context is about more than peaceful coexistence—it’s about recognising diversity as a source of unity through strength and opportunity rather than division. ![Multiracial and multigenerational group](https://www.roffeypark.com/wp-content/uploads/2024/11/Multiracial-and-multigenerational-group.jpg) ## What is a tolerant workplace? In today’s diverse and globalised workforce, tolerance is more than just a virtue — it’s a necessity for organisational success. A tolerant workplace fosters an environment where employees feel valued, respected and empowered to be the best that they can. But how can organisations develop this essential value? ### 1. Inclusive Leadership At the heart of a tolerant workplace is inclusive leadership. Leaders who embrace diversity, acknowledge their own biases and promote fairness create an atmosphere where employees feel psychologically safe. When leaders practice empathy and communicate openly across differences, they foster an environment of mutual respect, which encourages collaboration and innovation. ### 2. Collaboration Across Differences Tolerance thrives when employees from all backgrounds work together. Collaboration across differences helps individuals gain new perspectives and build understanding. By working together to solve real-world problems, employees learn to appreciate each other’s experiences and viewpoints, which strengthens the overall team dynamic. This helps break down silos and promotes a culture where diversity is seen as a strength rather than a challenge. ### 3. Embedding Tolerance into Organisational Culture For tolerance to take root, it must be woven into the very fabric of an organisation’s culture. When diversity and inclusion are core values, companies move beyond merely tolerating differences to actively celebrating them. This cultural shift leads to a workplace where all employees feel included and have equal opportunities to succeed, driving both engagement and performance. ### 4. Constructive Conflict Resolution Conflict is inevitable in any workplace but how it’s handled can either nurture or hinder tolerance. Training employees to resolve conflicts respectfully helps maintain harmony and understanding. By addressing differences with empathy and openness, organisations foster a culture where diverse opinions are respected and collaboration thrives. ![Diverse workforce](https://www.roffeypark.com/wp-content/uploads/2024/09/Dialogic-learning-2.jpg) ## What help is available for organisations to become more tolerant? By practicing inclusive leadership, promoting collaboration, embedding diversity in culture and resolving conflicts constructively, organisations can build a more tolerant, innovative and successful work environment. Organisations like [Roffey Park Institute](https://www.roffeypark.com/) are here to help. Roffey Park Institute helps organisations promote tolerance by providing[ leadership development programmes](https://www.roffeypark.com/open-programmes/) that emphasise emotional intelligence, self-awareness and inclusive leadership. Our purpose is rooted in supporting cultural transformation, embedding diversity and inclusion as core values to create an environment where differences are celebrated. Our training in conflict resolution equips leaders with the skills to handle workplace conflicts constructively, fostering a respectful and cohesive workplace culture where tolerance thrives. Find out more about [Roffey Park Institute’s leadership development programmes](https://www.roffeypark.com/open-programmes/) and take the first step in making your organisation more tolerant. --- --- title: "An OD conference as a non-OD person" url: "https://www.roffeypark.com/articles/an-od-conference-as-a-non-od-person/" lang: "en-GB" type: "post" description: "What is Organisation Development? Wikipedia tells us that OD is... ‘the study and implementation of practices, systems, and techniques that affect organisational change.’ This seems reasonable but in recently attending Roffey Park Institute’s annual Organisation Development (OD) Conference, I think" last_modified: "2024-11-04T14:45:36+00:00" categories: [Organisational Development and HR] tags: [Organisational Development and HR] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # An OD conference as a non-OD person What is Organisation Development? Wikipedia tells us that OD is… ‘the study and implementation of practices, systems, and techniques that affect organisational change.’ This seems reasonable but in recently attending [Roffey Park Institute](https://www.roffeypark.com/)’s annual Organisation Development (OD) Conference, I think there are actually two possible responses to this question, neither being the above. One, that no one can agree on a concrete definition and two, that it is entirely relevant to one’s own context and how one applies OD in their own practice. Although I have listened to, conversed with and written about those in the Organisational Development space, I am not in that space myself. One of the most common things that I heard during the conference was, what is OD? It is also something that I’ve heard a lot over the last couple of years. I wondered if the people who practice OD daily do not know what it is, then what chance do I have? Over the next two days, I realised the reason that there was no agreed concrete definition of OD is that it is different for everyone depending on how it is applied in their practice. ## What is OD? Lead speaker [Ku’ulani Keohokalole](https://www.peoplestrategieshawaii.com/team) began her talk by explaining that when she first became Director of Organisational Development at a previous workplace, she had to ask, ‘What is OD?’. This is a very common theme that I hear often, that people either enter the OD space unsure of what it means or that they are already practicing OD without knowing there was a label for it. Now, after the experience of working in OD, Ku’ulani defines it as ‘planned change but with intuitive sense added to it.’ This is powerful to Ku’ulani’s work as she explained that being an indigenous native Hawaiian, intuition is an incredibly important part of her culture including in her work practice. Whereas fellow lead speaker, [Jesse Segers](https://www.ginkgoconsulting.be/team/jesse-segers), defined OD as ‘the interdisciplinary field of scholars and practitioners who work collaboratively with organisations and communities to develop their system-wide capacity for effectiveness and vitality. It is grounded in the organisation and social sciences.’ Jesse’s definition could well be rooted in his expertise in complexity thinking and social constructivism. These are two examples of differing definitions of OD but both wholly correct and relevant to the practitioner’s contexts. ![Jesse Segers definiton of OD](https://www.roffeypark.com/wp-content/uploads/2024/11/IMG_4496.jpeg) ## Is OD as complex as it seems? Throughout the conference, many different models, schools of thought, definitions of systems and various theories were mentioned – none more so than the phrase ‘[complex adaptive systems.](https://www.roffeypark.com/articles/complexity-101-with-graham-curtis/)’ But then from hearing the examples of the speakers and the audiences’ experiences and practice-based examples, Organisation Development doesn’t seem as complex as what it can be made out to be. Lead speaker, Neil Mullarkey, asked the guests to write down a project or something that the guests had done recently in their workplace. He then told them to write it down again as if they were explaining it to a ten-year-old. A collective chuckle broke out when the guests realised that, by far from underplaying the importance of what they do, most stories can be told in much simpler ways and there are many benefits of doing so. Here is an example from one of the conference attendees: - **Recent project** – Supporting the faculty of arts and social sciences with a review of their professional services function. - **De-jargoned version** – Helping some people to help teachers be better at their jobs by reorganising themselves. Of course, some things and some projects need to be fully explained using more complex language but most of the time using simpler language can be really effective. From the outside, the field of OD can sometimes seem like an exclusive club and often this is partly because of the jargon-fuelled language that organisations and therefore practitioners use. ![OD conference 2024](https://www.roffeypark.com/wp-content/uploads/2024/11/IMG_4482.jpeg) ## It is about people One of the problems that OD faces is that it is not as accessible and inclusive as it could be and this could be because of the way OD is interpreted from the outside world. From what I’ve digested, I interpret OD to be about people and complexity and systems to mean that people, in whatever type of workplace, are unpredictable and that OD is helping businesses by effectively working with their people to encourage positive change. This is broad and generic but if you picked someone off the street and told them that is what OD is, they could understand. ## OD is fun One of my key takeaways from the conference is that OD practitioners are trying to help the working landscape for the better and that it is not easy when the environment is always changing. The collective enthusiasm the audience had for learning from the speakers and each other was great – there is a real feeling that OD is always evolving and that it is fun, that helping people is fun. I understand that the world at times can be an uncertain place and organisations and people can go through really difficult periods; in no way do I underappreciate that often OD is applied during tough times but successfully implemented change can benefit a lot of people. ![2023 OD conference people smiling](https://www.roffeypark.com/wp-content/uploads/2024/07/OD-conference-people-smiling-people-resized.jpg) ## Final reflections OD can be accessible and inclusive; it doesn’t have to be a theory, concept and jargon-based space practiced by what seems an exclusive group. There seems to be work needed to help alleviate the fear of OD and break down parts into accessible and everyday language, which might allow for a higher demand for people to want to enter the space. An OD practitioner once told me that if we are to save the world, we must start with what is around us. Therefore, recognising this year’s conference theme of thinking global, acting local, that by directly influencing those around us, uniting by learning and avoiding standardisation that step-by-step OD might actually help save the world. --- --- title: "Roffey Park Institute 2024 OD Conference reflections – Thinking Global, Acting Local" url: "https://www.roffeypark.com/articles/roffey-park-institute-2024-od-conference-reflections-thinking-global-acting-local/" lang: "en-GB" type: "post" description: "Last week I had the great opportunity to attend this year’s Roffey Park Institute OD Conference and what followed were two days of incredible thought-provoking sessions, enriching conversations and plenty of academic rigour supported by real-world practice insights. Here are" last_modified: "2024-11-04T10:39:20+00:00" categories: [Company News, Organisational Development and HR] tags: [Company News, Organisational Development and HR] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Roffey Park Institute 2024 OD Conference reflections – Thinking Global, Acting Local Last week I had the great opportunity to attend this year’s [Roffey Park Institute](https://www.roffeypark.com/) OD Conference and what followed were two days of incredible thought-provoking sessions, enriching conversations and plenty of academic rigour supported by real-world practice insights. Here are my reflections. Informally the conference began on Wednesday evening for guests who had decided to arrive the night before. A short spell at the bar followed by a chance to network in the lounge meant that by Thursday morning, there was already an air of excitement in the building. A brief introduction from Roffey Park CEO, Dr Arlene Egan, welcomed guests, some who had flown in from countries from all over the world – Bermuda, Hawaii and South Africa, for example – and the infectiously energetic and humorous [Neil Mullarkey](https://neilmullarkey.com/) as, for consecutive years, conference MC. After agreeing with the crowd on a hashtag for the event, #ODconference, for the chance for people to connect with the conference who were not fortunate enough to attend the conference in person, Neil swiftly introduced the first keynote speaker. ## Ku’ulani Keohokalole – Localizing Organisational Change in Cultural Values [Ku’ulani Keohokalole](https://www.peoplestrategieshawaii.com/team) welcomed her introduction and as the crowd fell silent she introduced herself with an indigenous chant. Guests were in awe at the melodic beauty of the chant which perfectly set the tone for not just Ku’ulani’s speech, but the whole conference itself. ![Taro Root diagram](https://www.roffeypark.com/wp-content/uploads/2024/10/IMG_4450.jpeg) Ku’ulani’s speech was full of inspiring stories and cultural metaphors that allowed her perfectly to make the connection between how her cultural values impact her organisational thinking. Following the theme of cultural influence, Ku’ulani explained her and the people from Hawaii’s relationship with the Taro Root and how she has adopted that in her practice as a metaphor and diagram for healthy organisations. Ku’ulani engaged with the audience throughout, frequently asking for their perspectives. Place informing practice was a common theme throughout the talk and so the question posed to the audience, ‘How might my physical place inform how I go about my practice?’ proved popular. Ku’ulani’s empowering talk was underpinned by the understanding that finding the right moment to act is just as important as the intervention itself, that time is our friend and change moves at the speed of trust. She finished with her definition of OD, that it is planned change but with an intuitive sense added to it. ![Ku'ulani question](https://www.roffeypark.com/wp-content/uploads/2024/10/IMG_4452.jpeg) ## Workshops Following a short break, guests were able to choose two workshops to attend. I chose to attend Simplifying Complexity for Team Growth with [Paul West](https://www.apm.org.uk/apm-conference/speakers/paul-west/), and Evolving OD through the power of AI with [Ciara Halloran](https://www.linkedin.com/in/ciarahalloran/) and [Andrew Whyatt-Sames](https://www.linkedin.com/in/andrewwhyattsames/?original_referer=https%3A%2F%2Fwww%2Egoogle%2Ecom%2F&originalSubdomain=uk). Paul drew upon imagery to convey his message. All good stories have a villain, in this case assumptions, and heroes, clear shared principles and norms that can create alignment, clear decision making, faster progress and establish the culture of an organisation. Paul’s calming and assuring presence as facilitator allowed for really meaningful conversations between guests, who shared their experiences within their practices. The latter, facilitated by Ciara and Andrew, took a slightly different approach. The workshop took more of an educational perspective with Andrew exampling the incredible things that AI can do throughout, when used correctly. Andrew’s nonchalant and comedic facilitation style vibrated around the room, with no better example than when he used a chat GBT voice-activating app on his phone, asking the bot to use the voice of a 17th-century nobleman. ![Ciara and Andrew, workshop 2](https://www.roffeypark.com/wp-content/uploads/2024/10/IMG_4468.jpeg) ## Dr Rob Worrall – Building the Software for Collective Impact Thursday was a beautifully warm autumnal day, with many guests using the weather as an opportunity to wander the picturesque Roffey Park grounds during the lunch break. With their bellies full, lungs exercised and minds relaxed, the audience appeared ready for two more keynote speaker sessions in the afternoon. First up was the man behind the ground-breaking Place-Based Leadership Development (P-BLD) initiatives, [Dr Rob Worrall](https://www.linkedin.com/in/robworrall1/?originalSubdomain=ie). Rob began his talk with a brilliant question, which song symbolises you as an OD practitioner? Little did the audience know, Rob had previously asked two guests to prepare an answer to this. The first guest chose ‘Don’t Stop Believing’ by Journey because, in the face of new challenges, it is important to not stop believing in yourself and your practice. The next guest followed, who chose a film instead of a song and opted for Todd Phillips’ 2019 ‘Joker’. They explained that they considered their approach and the groundwork for their job role in that sometimes people and systems do not work and that Joker depicts that well. Rob went on to explain the background of P-BLD before drawing its relevance to OD. Like OD, the success of P-BLD depends largely on the role and effectiveness of the facilitator. This is where Rob explained his ‘Behaviours’ model which resonated well with the audience. ![Rob's behaviours model](https://www.roffeypark.com/wp-content/uploads/2024/10/IMG_4491.jpeg) Rob’s talk was theory-based yet filled with practical evidence and was an excellent opportunity for the guests to pick up on techniques and initiatives that they can apply within their practice and contexts. Maintaining the impressive amount of creativity and mindfulness on show already, Rob finished with an original poem called Humanhood, a powerful piece that left the audience deep in thought and reflection. ## Jesse Segers – Reimagining OD: navigating contemporary challenges through global unity & local action [Jesse Segers](https://www.ginkgoconsulting.be/team/jesse-segers) took to the stage to close out day one of the conference. Jesse joked that every time he attends an OD conference, people still always ask, ‘What is OD?’, which he went on to directly address at the end of the talk. Jesse then went on to clarify the different schools of thoughts and definitions of system theory before explaining how he uses Bartlett & Ghoshal’s model of international strategies to place where OD currently is. After asserting that he believes OD to currently be in the multi-domestic field with multiple institutes coexisting yet not optimised and if OD does not act soon, it could face a number of issues. He went on to present several intricate graphs to suggest that it is possible to create a conceptual container that embraces most system views. Jesse asked the audience, what do you think would help build a more global OD community, beyond personal needs? Answers from guests included, a recognised and accepted global body of accreditation and acceptance, ‘don’t boil the ocean’, getting the people together before the definitions and interventions, the connection of governing bodies and uniting by learning from one another rather than standardising practice. ![What is OD?](https://www.roffeypark.com/wp-content/uploads/2024/10/IMG_4496.jpeg) Jesse asked the audience, “What do you think would help build a more global OD community beyond personal needs?” Answers from guests included a recognised and accepted global body of accreditation and acceptance, ‘don’t boil the ocean’, getting the people together first before the definitions and interventions, the connection of governing bodies and uniting by learning from one another rather than standardising practice. Throughout the day, guests had a number of breaks whereby networking and speaking to friends was popular, but this was amplified in the evening during dinner and time after in the bar and lounge areas. Ku’ulani’s soulful chant to Rob’s meaningful practice-based talk and Jesse’s thought-provoking questions, guests were seemingly chomping at the bit already for day two. Neil Mullarkey – What can OD learn from Improv and the power of storytelling? Day two began with a fun-like atmosphere and a sense of togetherness. This was of course strengthened by writer, comedian, improv and communication expert, [Neil Mullarkey](https://neilmullarkey.com/). After a brief background of improv and how that led him to the OD space, Neil exampled one of his favourite improv techniques with a willing guest, the ‘yes, and’ game. The idea of this is that rather than saying ‘yes, but’, which is common in the workplace, the two taking part in building upon one another’s statement starting with ‘yes, and’. This role play reinforces the importance of listening, building on others’ ideas and opening conversations instead of shutting them down which are all key to effective communication in the workplace. Neil’s energiser had certainly done just that with the audience nonstop laughing during these hilarious role-plays yet all understanding the relevance to today’s workplaces. Each table had a go at role-playing this themselves, one starting with a day out to London and ending up at Harrods for lunch – fine taste! Afterward, Neil delved deeper into why stories matter – he explained how people think that their stories are shaped by people, but people are shaped by stories and that telling a story in the most effective way will help in any practice but certainly in OD. ![The importance of storytelling](https://www.roffeypark.com/wp-content/uploads/2024/10/IMG_4523.jpeg) ## Sile Walsh – Inclusive Leadership Navigating Organisational Complexity Our next speaker, [Sile Walsh](https://www.silewalsh.com/), took to the mic and began by coining a new term to introduce herself – ‘pracademic’. She explained how this meant she practices what she does supported by academic rigour. A term in which some of the guests said they might borrow for themselves. Sile dived straight in, tackling the assumptions that surround inclusive leadership. A number of fascinating points followed, for example, how it is more sustainable to be compassionate than to be empathetic, how practicing inclusivity and inclusive leadership can help tackle many business issues and that people’s identity doesn’t make them more inclusive, it only replicates in-group dynamics. ![What is inclusive leadership?](https://www.roffeypark.com/wp-content/uploads/2024/10/IMG_4532.jpeg) Sile finished this part of her talk with a relevant anecdote about her father, how when he was young, he was taught certain rules about what is right and what is wrong but as time passed, what was acceptable then is not so now, and therefore the rules have changed. The issue here, Sile addressed, is again that having rules, rather than a process, is counterproductive – there is no right or wrong and inclusion can never be that clear cut. As a process, it is always changing and rules create fear and panic rather than teaching those to understand, compassionately. Sile’s talk ended with a few minutes of sporadic Q&A; the guests were so inquisitive about Sile’s expert topic that they wanted to learn more. ## Emma Du Parcq – Local vs global approaches: What you can learn from other organisations’ struggles Roffey Park Institute’s very own Head of [Consulting](https://www.roffeypark.com/consultancy-offer/), [Emma Du Parcq](https://www.linkedin.com/in/emmaduparcq/?original_referer=https%3A%2F%2Fwww%2Egoogle%2Ecom%2F&originalSubdomain=uk), had the pleasure of being the final speaker. Emma began by explaining her thought process behind her talk focus – what would she, herself find interesting? How can she make the final session fun? Taking this into consideration, she decided to talk about what didn’t go right, her own mistakes and collaborative mistakes. ![Emma's keynote speech](https://www.roffeypark.com/wp-content/uploads/2024/10/IMG_4541.jpeg) Emma was right. She presented five real-life projects of challenges and blockers that organisations have had, some resolved and some not, followed by multiple choice answers of what the guests thought was the best response to these challenges. The audience engaged well with this, with outbreaks of laughter and light-hearted responses throughout, matching Emma’s emitting positivity and vibrancy. After lunch, the conference ended with an open-space group activity for all guests, facilitated by Emma and Ciara Halloran. This started with three whiteboards placed around the room with three pre-written questions written on them. With one nominated scribe per station, the guests flowed freely between stations all engaging and contributing their inputs to answering the questions. Emma closed the conference well and it was clear to see how the dynamics of the audience had changed from start to finish – from first meeting and getting to know one another to co-creating some brilliant answers to the questions as a team. ## Final reflections Before the guests left and the conference wrapped up, Arlene gave her thanks to the guests, workshop facilitators, keynote speakers and the Roffey Park team that made the conference possible. But perhaps the star of the show was the wonderfully imaginative Fiona Macpherson of [Inky Thinking](https://inkythinking.com/) who from minute one to way after the guests had left, had listened to and captured the key messages and portrayed them free hand on a long reel of paper. The success of this year’s conference is undeniable. The conversations were at the forefront of innovation and the guests were enthusiastic to see how the future of OD will play out, locally and globally, with themselves as OD practitioners at the heart of it. ![Inky Thinking drawing](https://www.roffeypark.com/wp-content/uploads/2024/10/IMG_4545.jpeg) --- --- title: "Research Paper – A Framework for more Inclusive Workplaces" url: "https://www.roffeypark.com/articles/a-framework-for-more-inclusive-workplaces/" lang: "en-GB" type: "post" description: "This paper looks at inclusive workplaces (IW) - organisations where people can be themselves, feel they belong and fully contribute. We want to find out more about the drivers and the barriers decision makers face as they attempt to shape" last_modified: "2024-11-19T13:30:33+00:00" categories: [Research] tags: [Leadership Development, Management Development] custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Research Paper – A Framework for more Inclusive Workplaces This paper looks at inclusive workplaces (IW) – organisations where people can be themselves, feel they belong and fully contribute. We want to find out more about the drivers and the barriers decision makers face as they attempt to shape more inclusive workplaces. We also explore the role of metrics, their potential and limitations, in illuminating where organisations are making progress on inclusivity and where things need to change. Our paper presents a framework to help leaders who want to create more inclusive workplaces. ## Key findings from the research #### **Keeping Track of the Evidence** - Sound numerical data is a powerful starting point for conversations, but it’s also important to share – and celebrate – lived experience of equity-seeking groups. Replace employee surveys to collect data with more sophisticated, DEI predictive tools which also provide real time data useful to employees. - Move beyond simple diversity metrics. Be intentional to address the gulf between mere compliance and genuine concern for inclusion and personalise/customise DEI practice. #### **Develop Leadership Practice for Inclusive Work** - Listening is a key leadership skill for creating inclusive workplaces. Master the art of disagreeing well and exercise practical judgement on when to call out inappropriate behaviour, whilst avoiding shaming individuals or creating a culture of fear. - MNCs have the clout to drive the DEI agenda but DEI values can easily be compromised in larger organisations. Watch out for the gap between positive DEI decision making at the senior level and the realistic deliverance throughout organisations. Smaller organisations may have less impact but committed founders can create truly inclusive workplaces. - The need for personalisation raises the equity/equality dilemma for leaders balancing equal treatment for all and reasonable adjustment to those who need it. - Whilst leadership is important, it’s also necessary to create systems and train others to maintain DEI initiatives. #### **Challenges at the Societal and Sector Level** - South Africa’s B-BBEE framework and the EU Pay Transparency rules are examples of DEI legislation that is impacting significantly on organisations, helping shift deep-rooted mindsets and traditional industry practices. - It’s important to appreciate the nuances of different cultural contexts, and design policies to address specific regional/cultural issues.   ## Complete the form to download your FREE copy now! --- --- title: "Coaching an Olympic Athlete and Coaching an Employee – What can we learn from the 2024 Paris Olympics and Paralympics?" url: "https://www.roffeypark.com/articles/coaching-an-olympic-athlete-and-coaching-an-employee-what-can-we-learn-from-the-2024-paris-olympics-and-paralympics/" lang: "en-GB" type: "post" description: "Summer has come to an end, and with it, the 2024 Paris Olympics and Paralympics have drawn to a close. This season of sport has been marked by an extraordinary showcase of performance and dedication. The Olympics and Paralympics represent" last_modified: "2024-09-18T08:49:27+00:00" categories: [Coaching, Leadership Development, Management Development, Organisational Culture, Organisational Development and HR] tags: [Leadership Development, Management Development] --- # Coaching an Olympic Athlete and Coaching an Employee – What can we learn from the 2024 Paris Olympics and Paralympics? Summer has come to an end, and with it, the 2024 Paris Olympics and Paralympics have drawn to a close. This season of sport has been marked by an extraordinary showcase of performance and dedication. The Olympics and Paralympics represent the pinnacle of an athlete’s career, and for many, it is the culmination of a four-year cycle of intense preparation. This period of hard work often results in fleeting and unforgettable performances, whether it’s a nine-second sprint or a fourteen-minute rugby sevens match. Reaching such heights of sporting excellence requires physical expertise, immense mental strength, and adaptability. Yet, even the most prepared athletes face the uncertainty of factors beyond their control. Take, for example, Josh Tarling, a 20-year-old GBR cyclist whose Olympic debut was marred by a puncture that likely cost him a silver medal. The emotional journey of athletes before, during, and after the Games is well documented, but the role of coaches is less often highlighted. Coaches invest just as much time and energy into their athletes’ success, yet on competition day, they can only watch from the sidelines, hoping that all their efforts and the alignment of circumstances favour the athletes they have tirelessly supported. **The Role of the Coach in the Olympic Context** Coaches at the Olympic and Paralympic levels are integral to the success of their athletes, serving as mentors, strategists, and motivators. Their role extends beyond mere technical instruction to encompass psychological support, tactical planning, and holistic development. Effective coaches are adept at identifying and nurturing talent, tailoring training programmes to individual needs, and creating an ideal environment for peak performance. The coach-athlete relationship is highly complex and can significantly influence the athlete’s success. Often, athletes will remain with their coaches for several years. A great example of this, which was both practical and successful, was the relationship between Michael Phelps and his coach, Bob Bowman. Bowman began coaching Phelps at 11 and supported Phelps to become the most successful Olympian of all time, with 28 Olympic medals. Phelps said his coach knew him better than anybody and commented that he was also a friend, a counsellor, and a confidant. This extension of the relationship is one of the primary differences between coaching in sports and a leadership style in the workplace. However, fundamentally, there are many crossovers in the skills required for both roles. How many of the following do you often see embedded within leadership and management training? **Empathy and Emotional Intelligence** Effective coaches possess a high degree of empathy and emotional intelligence, enabling them to understand and respond to their athletes’ emotional and psychological needs. They build strong, trusting relationships that develop open communication and mutual respect. This emotional connection is crucial in motivating athletes and helping them navigate the pressures of competition. **Communication and Feedback** Clear, constructive communication is a hallmark of great coaching. Coaches must articulate their expectations, provide actionable feedback, and ensure their athletes understand and internalise key concepts. Effective feedback is specific, timely, and focused on improvement, helping athletes refine their skills and strategies. **Strategic Planning and Adaptability** Coaches are responsible for developing and executing strategic plans to optimise their athletes’ performance. This involves analysing competitors, anticipating challenges, and creating training regimens that address preparation’s physical and mental aspects. Additionally, coaches must be adaptable, adjusting their strategies in response to changing circumstances, such as injuries or unexpected competition dynamics. **Leadership and Motivation** A coach’s core function is inspiring and motivating athletes to achieve their best. Effective coaches lead by example, demonstrate unwavering commitment, and instil a sense of purpose and determination in their athletes. They create a positive, supportive atmosphere that encourages perseverance and resilience, which is key in team sports. **How does a Coaching Leadership Style differ from a Traditional Leader?** Looking now into coaching within the workplace as opposed to in sports, a coaching leadership style emphasises the development and growth of team members through continuous feedback, guidance, and support, focusing on nurturing individual potential and facilitating a collaborative environment. In contrast, the traditional leadership style often centres on directive approaches, where leaders primarily focus on achieving organisational goals, making decisions, and maintaining control over processes and outcomes. While coaching leaders act as mentors facilitating learning and empowering their team, traditional leaders typically adopt a top-down approach, directing and managing their subordinates to meet specific objectives. **The Power of a Coaching Leadership Style in Organisations** Adopting a coaching leadership style in organisations can yield significant benefits by enhancing employee development, engagement, and overall performance. Research indicates that organisations implementing coaching programs see a 70% improvement in employee work performance, relationships, and communication skills (ICF, 2019). Additionally, a study by Bersin & Associates revealed that companies with strong coaching cultures reported 21% higher business results and 39% stronger employee engagement (Bersin, 2011). These statistics underscore the positive impact of coaching, which supports personal and professional growth and drives overall organisational success by cultivating a motivated and highly skilled workforce. Throughout the 2024 Paris Olympics and Paralympics, the critical role of coaches in achieving athletic excellence was illustrated, highlighting key skills such as empathy, communication, strategic planning, and leadership. These coaching principles are equally applicable in organisational settings, where adopting a coaching leadership style can drive employee development, engagement, collaboration, and resilience. By embracing the insights from Olympic coaching, organisations can grow leaders who achieve strategic objectives and inspire and empower their teams to reach their full potential. To all the Olympic and Paralympic athletes and coaching team alike, we salute you and congratulate you all on your success throughout this summer’s Paris Olympics and Paralympics. At Roffey Park Institute, we have deeply integrated the coaching leadership style into our organisational culture, with many of our tutors bringing extensive expertise in this area. Consequently, we offer open programmes specifically designed to develop coaching skills, which can be tailored to meet the needs of individuals and organisations. **If you aim to enhance team dynamics, employee engagement, and relationship-building skills, we invite you to learn more and enquire about our [coaching programmes here](https://www.roffeypark.com/coaching/?utm_source=Website&utm_medium=Article&utm_campaign=Paris_Olympics_2024_Coaching_Skills).** --- --- title: "The 5 key differences between the Management and Leadership Essentials programmes" url: "https://www.roffeypark.com/articles/the-5-key-differences-between-the-management-and-leadership-essentials-programmes/" lang: "en-GB" type: "post" description: "Leadership and management can often be misunderstood to be the same thing and it is easy to see why. Both are essential roles to have in a well-functioning organisation, society, and life in general. A manager manages people and line" last_modified: "2024-09-12T14:55:02+00:00" categories: [Leadership Development, Management Development] tags: [Leadership Development, Management Development] --- # The 5 key differences between the Management and Leadership Essentials programmes Leadership and management can often be misunderstood to be the same thing and it is easy to see why. Both are essential roles to have in a well-functioning organisation, society, and life in general. A manager manages people and line managers are seen at all levels of an organisation and tend to manage a sub-team within that organisation. They are responsible for setting goals, providing feedback, ensuring team efficiency and handling most day-to-day functions. Leaders, on the other hand, do not have to have an official managerial role within an organisation – anybody can lead. However, good leaders tend to make good managers. Leaders facilitate effective working through relationship building and empowering the people around them. To lead is to inspire those around you to want to apply the best version of themselves to whatever they are doing. At [Roffey Park Institute](https://www.roffeypark.com/) we deliver [learning and development programmes](https://www.roffeypark.com/open-programmes/), two being our [Management Essentials](https://www.roffeypark.com/open-programmes/management-essentials/) and [Leadership Essentials](https://www.roffeypark.com/open-programmes/leadership-essentials-programme/). We have broken it down into the 5 key differences between the two programmes to help you understand which course will best suit you in your context and needs, whatever stage in your career you may be. ## Who are the programmes aimed at? Firstly, whilst of course the best managers tend to be great leaders and great leaders tend to make good managers, our programmes do have a slightly different target audience. Management Essentials is aimed at aspiring managers or first-line managers. Those new to a managerial or supervisory role or potential new managers who want to learn people management skills. This programme is not for senior leaders or experienced managers. Leadership Essentials is aimed at those who are leading for the first time and require answers to the challenges of their new role. Someone who may or may not be in a managerial role but wants to learn the skills and tools to influence and lead sidewards, upwards and downwards and build key relationships. This programme is not for experienced leaders or leaders who have a defined view or interest in the theory of leadership. ![](https://www.roffeypark.com/wp-content/uploads/2024/09/Woman-leading.jpg) ## The skills and capabilities developed Both programmes facilitate the learning of similar yet different skills and capabilities, both highly relevant to today’s working contexts. Management Essentials involves developing a solid grounding in the basics of people management. This involves what constitutes bad people management, the mindset and confidence to manage (especially during challenges), time management, delegating work, the power of feedback and importantly ideas about self and commonly having to deal with things without having specific training on it. Alternatively, Leadership Essentials looks deeper at a personal transition level – a programme of self-discovery and self-knowledge. This involves the exploration of emotional intelligence and the development of communication and resilience skills. This programme looks at leading others and how influence, power and motivation can help individuals and groups. This is all done whilst understanding and relating to your leadership context throughout. ## Understanding context Managers in organisational settings have a wide range of contexts and challenges to cope with nearly on a daily basis. Recently with the emergence of hybrid teams and hybrid working, managers, especially new managers, have struggled. Remote work results in more task-related delegation which can damage motivation, for example. This, combined with the larger societal context, understanding mental health, diversity and inclusion has become an essential part of a manager’s toolkit. This is all applied in the learnings of the Management Essentials programme. Leadership Essentials takes a different approach. This programme is a more intimate and dialogic learning experience. Understanding that everyone’s leadership context is completely different, we facilitate a safe space for participants to explore their own questions about leadership and what makes an authentic leader. We openly encourage participants to find their own leadership perspective, relevant to their own experiences, challenges and needs. ![](https://www.roffeypark.com/wp-content/uploads/2024/09/Dialogic-learning-2.jpg) ## Our approach to learning Roffey Park’s approach to learning does not vary much from programme to programme. Our purpose is to create healthy and sustainable people and workplaces. During the Management Essentials programme, the learning is experiential. This means participants learn by reflecting and by doing. During this programme, participants learn from their peers in dialogic group settings as well as the use of mindtools and models underpinned by research. For example, a research paper published by Roffey Park Institute – [What Is Effective Line Management?](https://www.roffeypark.com/articles/what-is-effective-line-management/) Leadership Essentials is similar, facilitating a dialogic and responsive environment for participants to bring their own challenges into the classroom. Likewise, this programme is very interactive, using mindset practice tools to help participants develop competencies, awareness, emotional intelligence and a growth mindset. ## What’s next? Both the Management Essentials and Leadership Essentials are commonly used as stepping-stone programmes, with Roffey Park offering management and leadership programmes that target more experienced managers and leaders as well as the skills and capabilities required to become one. The follow-on programme for those who have completed Management Essentials is the [Manager as Coach Programme](https://www.roffeypark.com/open-programmes/manager-as-coach/). Manager as a coach is a management style that offers more flexibility and range in building relationships, developing staff and maximising efficiency and productivity. The next two programmes for those who have completed the Leadership Essentials programme are the [Leadership Development Programme](https://www.roffeypark.com/open-programmes/leadership-development-programme/) followed by the [Clear Leadership Programme](https://www.roffeypark.com/open-programmes/clear-leadership/). Leadership Development supports middle managers to balance personal support, challenge and feedback with the knowledge, skills and tools needed to work effectively at both strategic and operational levels. Clear Leadership, based on the globally renowned work of [Dr Gervase Bushe](https://www.gervasebushe.ca/), will transform participants’ leadership, emotional intelligence, self-reflection, and communication skills, providing them with the possibility to achieve relational mastery. Don’t miss out on the chance to develop your managerial and leadership skills. [Get in touch today](https://www.roffeypark.com/contact-us/) and we can help you decide which programme best suits you. --- --- title: "2024 OD Conference Speaker – Emma Du Parcq" url: "https://www.roffeypark.com/articles/2024-od-conference-speaker-emma-du-parcq/" lang: "en-GB" type: "post" description: "Organisation development practice can be a lonely place at times. You may be trying to influence business leaders as a freelance consultant or employed by your organisation as an OD specialist and often find yourself asking 'Why am I the" last_modified: "2024-09-09T14:49:07+00:00" categories: [Company News, Organisational Development and HR] tags: [Company News, Organisational Development and HR] --- # 2024 OD Conference Speaker – Emma Du Parcq Organisation development practice can be a lonely place at times. You may be trying to influence business leaders as a freelance consultant or employed by your organisation as an OD specialist and often find yourself asking ‘Why am I the only one who is seeing this?’ Using real-life client projects, Emma du Parcq, Head of Consulting at [Roffey Park Institute](https://www.roffeypark.com/), will share her experiences – good, bad and ugly – and lead a session to generate ideas on how to approach sticky and difficult challenges at this year’s [annual OD Conference](https://www.roffeypark.com/events/od-conference/). ![Emma Du Parcq](https://www.roffeypark.com/wp-content/uploads/2024/04/Emma-Du-Parcq.jpg) ## Emma’s Journey Ever since Emma’s first job in a shoe shop at the age of fourteen, she has been fascinated by what makes workplaces great places to work – _or not_. Emma’s early career was as a Chartered Management Accountant in several large retail organisations before joining [IBM](https://www.ibm.com/uk-en?utm_content=SRCWW&p1=Search&p4=43700068004224349&p5=e&p9=58700007548337765&gad_source=1&gclid=CjwKCAjwufq2BhAmEiwAnZqw8qGCKmNamcHXE5Bu8vGGiEmfpNoCghkXxhXiSz3wlOGDdxfXmfNaRxoClm8QAvD_BwE&gclsrc=aw.ds) where she worked for eleven years in service sales and progressing to large-scale digital transformation projects. Emma then ventured into education where her thirst for personal development was a constant feature, qualifying as a business and executive coach before teaching and assessing in higher education institutions. The golden thread throughout Emma’s career is transforming workplaces for the better. She is a strong advocate for the power of social learning and since joining Roffey Park in 2023 as a Programme Director is excited about the possibilities for enabling and encouraging future generations of leaders operating digitally and globally in times of unprecedented pace of change, ambiguity and uncertainty. Emma’s journey in OD started before even she realised. She told us, “I hadn’t heard the term OD until I picked up a book in a shop authored by [Mee-Yan Cheung Judge](https://www.linkedin.com/in/dr-mee-yan-cheung-judge-509419/?original_referer=https%3A%2F%2Fwww%2Egoogle%2Ecom%2F&originalSubdomain=uk) and [Linda Holbeche](https://www.linkedin.com/in/linda-holbeche-7352b910/?originalSubdomain=uk), who are legendary in OD circles. On reading it, I realised I’d been doing OD for some time as part of major change and transformation projects as an operational leader. It was so exciting to learn that OD is an academic discipline and that there’s a huge body of theory underpinning the practice.” Since then, Emma has worked as an internal and external consultant and extended her practice into organisation design. ## Emma and OD Emma is convinced that the way work is designed and organised not only affects performance and outcomes but organisational culture too. She understands that life as an OD practitioner can be lonely at times and assures us that it is normal to feel that way. At the upcoming OD Conference, Emma will provide examples of situations that she has faced whilst having some fun in predicting the outcomes. Ultimately, the purpose of the session is to co-create fresh ideas on how to approach tricky challenges, relevant to all contexts. Emma co-facilitated a session at last year’s Conference and now takes to the main stage. She said, “Last year I loved how energised, supportive and curious everyone was. It was a vibrant and inspiring environment, exactly as a conference should be! I’m looking forward to having some more fascinating conversations, hearing new perspectives and learning what’s new in the field. And of course, enjoying Roffey Park’s first-class hospitality.” Emma firmly believes that there’s nothing more powerful and life-affirming than being in a room of smart people who share the same interests. She wants to build on the excitement that everyone will be feeling, help them to forge new connections and reinforce my beliefs that the work we do is incredibly valuable in creating healthy and sustainable workplaces. In preparation for the Conference, Emma would like to invite everyone to consider how you can contribute to others’ understanding to the field of research and practice. She explained, “It’s natural when we’re investing our time and resources into a conference to think, ‘What can I get out of this?’ Whatever stage in your career you are at, there is something of value that other people can gain from your experiences so throw yourself right in and get involved!” Are you ready for extraordinary, insightful and robust conversations? [This October, academic rigour meets real-world practice insights](https://www.roffeypark.com/events/od-conference/). Join Emma and the rest of the keynote speakers and continue the ground-breaking discussions at the home of Organisation Development, [Roffey Park Institute](https://www.roffeypark.com/). --- --- title: "Driving Change and Transformation through OD – Navigator Reflections" url: "https://www.roffeypark.com/articles/driving-change-and-transformation-through-od-navigator-reflections/" lang: "en-GB" type: "post" description: "On Tuesday morning's navigator event, Driving Change and Transformation The Power of Organisational Development (OD), an esteemed panel of professionals who operate within the space of OD discussed, using their own experiences and contexts, what OD is and means to" last_modified: "2024-09-04T15:25:54+00:00" categories: [Company News, Organisational Development and HR] tags: [Company News, Organisational Development and HR] --- # Driving Change and Transformation through OD – Navigator Reflections On Tuesday morning’s [navigator event,](https://www.roffeypark.com/events/) Driving Change and Transformation The Power of Organisational Development (OD), an esteemed panel of professionals who operate within the space of OD discussed, using their own experiences and contexts, what OD is and means to them, how OD can be utilised effectively to drive change and transformation and how Roffey Park Institute can help with people and team development in OD. Hosted by the ever-so energetic, welcoming and inquisitive improvisation and communication expert, [Neil Mallarky](https://neilmullarkey.com/), the event begun with greetings from participants from all over the world. Participants used the chat function to say where they were joining from, being a virtual event, and what industry they work in, as well as answering Neil’s lighter-hearted introductory question – are you wearing socks or slippers? One attendee commented that her dog was lying on her feet to keep them warm. With most of the guests based in the United Kingdom, other represented nations included Ireland, Romania, Germany, France, Austria and Botswana, as well as Hong Kong. After this, [Roffey Park Institute (RPI)](https://www.roffeypark.com/) CEO, [Dr Arlene Egan](https://www.linkedin.com/in/drarleneegan/?originalSubdomain=ie), kick-started the navigator event by introducing the expert panel: [Helen Ashley](https://www.linkedin.com/in/helen-ashley-fcipd-909b8b22/?original_referer=https%3A%2F%2Fwww%2Egoogle%2Ecom%2F&originalSubdomain=uk), the Director of OD at the [University of Manchester](https://www.manchester.ac.uk/); [Matt Winter](https://www.linkedin.com/in/matt-winter-18139126/?originalSubdomain=uk), a Culture and Social Impact Consultant; [Ciara Halloran](https://www.linkedin.com/in/ciarahalloran/), Head of Operations (EUR) for RPI; [Jan Moorhouse](https://www.linkedin.com/in/janice-moorhouse-05b27a147/?originalSubdomain=uk), Head of Research, Thought Leadership and Academic Delivery at RPI and [Ben Baginsky](https://www.linkedin.com/in/benbaginsky/?originalSubdomain=il), Programme Director at RPI. ## What is OD and what does OD mean to you? Neil then proceeded with the first discussion topic. Participants were asked, ‘What is OD and what does OD mean to you?’ Through an audience interaction tool, Slido, audience members’ answers appeared for all to see. Whilst answers began to trickle in, the panel was asked for their thoughts. Helen Ashley began, “For me, the key thing about OD is about how people lead organisational performance. It is an outcome based upon the inputs of all the colleagues within an organisation – the prize is sustained high performance.” Matt Winter, who graduated from the [RPI MSc in People and OD in 2023](https://www.roffeypark.com/open-programmes/masters-in-people-and-organisational-development/), offered a different perspective only being in the OD space for a shorter period of time. “I am still learning to articulate what I understand OD to be”, a theme shared by some of the audience members. “For me, OD is all about organisational effectiveness. OD is a journey; to do it effectively we need to know what risks and challenges are involved, but it has the power to make organisations effective.” He added. ![](https://www.roffeypark.com/wp-content/uploads/2024/09/What-does-OD-mean-to-you.png) By the time all the answers from the participants were in, three words stood out as the most popular – ‘people’, ‘organisation’ and ‘change’, with the next most popular word, ‘performance’, some distance behind. Interestingly, Ciara Halloran’s definition of OD reflected this. She said, “I agree with Matt, OD has always been about organisational effectiveness, but what has changed for me is that OD is now really looking at change through people and people being the key enablers of successful change.” Jan Moorhouse noticed that ‘dynamic’ was a word used often by audience members. She added, “OD is also about the process – it is not a thing, nor a tick box exercise, it is an ongoing yet dynamic interaction.” Ben Baginsky explained that through his previous experience in social work, he noticed that, not for a lack of good intentions, it was the organisation and the system getting in the way of the function he and his team were there to do. “OD is important in creating value-led healthy and effective workplaces, not as a nice thing but an essential thing to have in society.” Ben succinctly summarised the first part of the navigator event in noticing the diversity in responses and the different ways of achieving healthy and effective organisations – “I’m really conscious of how to achieve unity whilst having diversity within the field.” Then followed a period of the panel engaging with questions and comments from the audience that had been asked in the chat section. ## What change and transformational project are you working on where OD could be utilised? Again, as the answers to the questions above trickled in from the attendees, Helen Ashley picked up on an interesting comment – what has OD got to do with HR? She remarked, “In my world, OD is complicated HR. When something is not simple, it cannot be solved by policy and you start thinking about context and complication, you’re in the OD space.” Helen added, “Change becomes problematic when it’s a solution shopping for a problem. OD helps to understand the problem which in turn drives the narrative of change. If you spend 90% understanding the problem, you only need to spend 10% creating solutions.” ![](https://www.roffeypark.com/wp-content/uploads/2024/09/What-are-you-working-on.jpg) Jan Moorhouse discussed the power of conversations being extremely important to finding solutions. She argued that the current discourse in the public domain is affecting organisations by creating a binary ‘us and them’ narrative. She explained how a book written by Mary Parker Follett that she is currently reading inspires her viewpoint, “OD is not about compromise, it is about understanding the problems that different groups of people have and creating a solution that enables both to be happy.” Matt Winter provided a real-life example of where he utilised the power of OD working as a social impact consultant to help an organisation set up a social value initiative. “It was so striking how fast they wanted to move and how time and time again the decision-makers tried to accelerate the decision-making process. They quickly came unstuck and couldn’t understand why.” Matt explained how he encouraged the team to pause, that they cannot just power through but must spend time on co-creating solutions based on problems and needs. “It took time, but the result was an extraordinary success. People could not believe how few glitches during the process there were.” ## How could Roffey Park Institute help you and your teams’ development in OD? Ciara Halloran addressed the next question first. “We find organisations coming to us who have tried to work with processes around change that haven’t been successful. What we have found success in recently is really listening to and understanding the organisations’ problems. There is a lot of fear in people and sometimes facilitating a space where people can discuss fear in a supported environment can be extremely beneficial.” Ciara explained how the answers to solutions to change do not always have to come from the leaders of an organisation, there is huge power in leveraging the ideas from the workforce. Ben Baginsky commented that RPI finds themselves in quite a privileged position with the ability to look across different sectors and see the different challenges that people are facing and the different responses to said challenges and being able to offer something productive back. Ben then explained what is meant by one of RPI’s offerings, adaptive leadership. “It is all about how you get people to move from one state to another and we do this through a real and very experiential way using simple language. We try to bridge the space between the desire to have training solutions and a consulting solution.” Recognising that RPI is the home of OD, Helen Ashley remarked, “Roffey Park is an expert to help you with your thinking.” ![](https://www.roffeypark.com/wp-content/uploads/2024/09/How-can-RPI-help.png) ## Upcoming OD Conference and Navigator Events The navigator event finished not before the mention of [Roffey Park Institute’s annual OD conference](https://www.roffeypark.com/events/od-conference/) where the conversations and discussions that surround the field of OD will continue – this year’s theme being ‘thinking local, acting global’. Neil Mullarkey, as well as the panel, expressed how much he was looking forward to MC the event for the second year in a row. Many audience members asked how to purchase tickets, with several already planning to attend. [Get your OD conference ticket here, while they last.](https://www.roffeypark.com/events/od-conference/) --- --- title: "Sanctus and Roffey Park Institute Collaboration: The Power of Purpose in the Workplace" url: "https://www.roffeypark.com/articles/sanctus-and-roffey-park-institute-collaboration-the-power-of-purpose-in-the-workplace/" lang: "en-GB" type: "post" description: "Compared to the workplace of 50 years ago, today's work environment is characterised by rapid technological advancements and a heightened awareness of emotional well-being. Employees have become increasingly vocal about their emotional needs, and as a result, work-life balance and" last_modified: "2024-08-29T11:28:30+00:00" categories: [Change and Resilience, Company News, General News, Organisational Culture] --- # Sanctus and Roffey Park Institute Collaboration: The Power of Purpose in the Workplace Compared to the workplace of 50 years ago, today’s work environment is characterised by rapid technological advancements and a heightened awareness of emotional well-being. Employees have become increasingly vocal about their emotional needs, and as a result, work-life balance and an engaging workplace culture have emerged as critical components of people management strategies. However, modern teams are now looking beyond superficial perks such as complimentary fruit bowls, mindful spaces, and gym memberships. Employees are seeking something more profound—a sense of purpose. The significance of purpose is well-established outside the workplace, often highlighted in frameworks such as [Maslow’s hierarchy of needs](https://psychclassics.yorku.ca/Maslow/motivation.htm), where it occupies the pinnacle of self-actualisation. Purpose is also recognised as one of the six dimensions of health, alongside physical, mental, social, environmental, and emotional well-being. Given this, it is unsurprising that the importance of purpose extends into our professional lives. A study by [Deloitte](https://www.inc.com/adam-vaccaro/purpose-employee-engagement.html) found that 73% of employees working in “purpose-driven” companies are engaged, compared to just 23% in companies without a clear purpose. Purpose has become a transformative force reshaping the modern workplace. But what does it truly mean to be a purpose-driven organisation? How can we ensure that our strategy, processes, people, and structures align with and reflect our purpose? Most importantly, how do we effectively communicate our purpose with clarity? ### **Defining Organisational Purpose: The Why That Drives Us** At its core, purpose is the reason an organisation exists beyond profit. It’s the “why” that motivates action and decision-making, the fundamental belief that guides every aspect of the business. Purpose is not to be confused with vision, which is the aspirational future the organisation seeks to create, nor with mission, which describes what the organisation does. Purpose is the deeper meaning that connects employees, customers, and stakeholders on an emotional and ethical level. However, defining purpose can be challenging. Organisations often struggle with identifying a purpose that is both authentic and powerful enough to guide strategy. The risk is that purpose becomes a hollow statement—well-intentioned but disconnected from the realities of day-to-day business. To truly future-proof an organisation, the purpose must be clear, compelling, and harmonious across all levels of the organisation. This September, we are partnering with [Sanctus Group](https://sanctus.io/), to host a [Business Breakfast ](https://www.roffeypark.com/events/leaders-breakfast-roundtable-the-power-of-purpose-in-the-workplace/?utm_source=Website&utm_medium=Article&utm_campaign=Purpose)featuring a panel of seasoned HR leaders to discuss these very questions. Sanctus are experts in coaching and enabling purpose within organisations. The panel will engage in an open forum discussion on purpose, focusing on its definition and how a purpose-aligned strategy can be utilised to build trust, align teams and drive performance. We are proud to announce that Kerry Coxon, our Director of People and Organisational Development, will be among the distinguished contributors to this conversation. Kerry shared her perspective: “_Throughout my career, purpose has consistently been the golden thread linking all aspects of organisational culture and development. It significantly impacts not only the health of an organisation but also our well-being as individuals. Despite its importance, purpose is often difficult to define, implement, and communicate effectively. Many organisations believe they have a purpose, but in reality, it often aligns more with a mission or vision statement. I am thrilled to join the panel at the upcoming Business Breakfast to explore this increasingly vital subject._” Do you know your purpose—or that of your organisation? Join Kerry and other HR professionals for this insightful discussion on Wednesday, September 25th, at [The Ivy Club](https://ivycollection.com/privatedining/the-ivy-west-street/the-loft/) in Covent Garden. Find out more and register [here](https://sanctus.io/workplace-purpose-breakfast/?utm_source=Roffey+Park_Website&utm_medium=Article&utm_campaign=Purpose). --- --- title: "2024 OD Conference Speaker – Sile Walsh" url: "https://www.roffeypark.com/articles/2024-od-conference-speaker-sile-walsh/" lang: "en-GB" type: "post" description: "What are the assumptions about inclusion and inclusive leadership that hinder real progress in organisations? How can Organisational Development (OD) ensure that inclusive leadership becomes a core and sustainable element of organisational performance rather than an additional or superficial practice?" last_modified: "2024-08-15T09:50:37+00:00" categories: [Company News, General News, Leadership Development, Organisational Development and HR] --- # 2024 OD Conference Speaker – Sile Walsh What are the assumptions about inclusion and inclusive leadership that hinder real progress in organisations? How can Organisational Development (OD) ensure that inclusive leadership becomes a core and sustainable element of organisational performance rather than an additional or superficial practice? At this year’s [Roffey Park Institute OD Conference](https://www.roffeypark.com/events/od-conference/), renowned Leadership & OD specialist and best-selling author, [Sile Walsh](https://www.silewalsh.com/), will explore these critical questions and much more, offering insights into how OD can drive meaningful, lasting inclusion. ![Sile Walsh](https://www.roffeypark.com/wp-content/uploads/2024/08/Sile-Walsh.jpg) ## Sile’s Journey Sile Walsh has been collaborating with individuals and organisations since 2008, across diverse sectors in the USA, UK, and Europe. Her formal education includes an HDip in Coaching Psychology and an MSc in Personal and Management Coaching from [University College Cork](https://www.ucc.ie/en/). In 2011, Sile founded [ELIS Advantage](https://www.silewalsh.com/elis-advantage), a purpose-driven organisation dedicated to fostering effective leadership and inclusive solutions for businesses. Sile’s expertise and commitment to inclusive leadership have earned her numerous accolades, including becoming a 2024 Irish Times bestselling author, a Sunday Independent bestselling author, and a No.1 Amazon bestselling author in HR, management and leadership categories. Her latest book, [Inclusive Leadership: Navigating Organisational Complexity](https://www.amazon.co.uk/Inclusive-Leadership-Navigating-Organisational-Complexity/dp/1738494500), delves deep into the challenges and opportunities of embedding inclusion into the fabric of organisational life. As an Associate and Leadership Development Consultant at [Roffey Park Institute](https://www.roffeypark.com/), Sile collaborates on high-impact [leadership](https://www.roffeypark.com/open-programmes/leadership-development-programme/) and [organisational development programmes](https://www.roffeypark.com/open-programmes/organisational-development-practitioners-programme/) throughout Europe, both in-person and online. Her work emphasises the importance of inclusive leadership in shaping the organisational impact of business decisions, team management and fostering environments where diversity thrives. ## Sile and OD Sile’s career began in community development, where she quickly realised that focusing solely on individual performance did not translate into organisational success. This led her to Organisational Development (OD), where she found a framework that aligned with her intuitive practices. “I had the structure for what I had been doing with organisations without having the OD language,” she explains. “I had been using an OD lens which sparked me in a particular direction—dialogic OD.” At the [conference](https://www.roffeypark.com/events/od-conference/), Sile plans to illustrate how dialogic OD can embrace diverse perspectives beyond the traditional Eurocentric or white male viewpoint, without excluding them. “Instead of replacing, how can we hold worldviews that are all relevant?” she asks. She critiques the current methods of measuring performance, which are often rooted in a WEIRD (Western, Educated, Industrialised, Rich, Democratic) perspective. “The issue with that is it focuses too much on individuals, ignoring that performance is deeply influenced by environment, context and relationships,” she notes. Sile advocates for inclusive leadership as a means to cultivate high-performing, innovative organisations that remain relevant in a rapidly changing world. #### Think Local, Act Global Sile’s approach aligns perfectly with this year’s conference theme, ‘Think Local, Act Global.’ She believes that inclusive leadership strongly aligns with this philosophy because it emphasises creating environments where diverse perspectives are valued and leveraged for organisational success. “Inclusive leadership naturally lends itself to thinking locally – understanding and appreciating the unique contexts, cultures and needs of different teams or regions within an organisation. At the same time, it allows for global action by fostering collaboration and shared goals across these diverse groups,” Sile explains. Inclusive leaders recognise that local insights can drive global innovation and performance. They create spaces where unique local knowledge can be shared and applied on a broader scale, ultimately leading to more effective global strategies. “This approach also helps in navigating the complexities of global markets while remaining sensitive to local nuances,” she adds. For Sile, this connection between the local and global is a key aspect of her leadership experiences and informs her work in helping organisations become more inclusive and high performing. #### Inclusion and Innovation Sile’s upcoming talk will challenge the notion that inclusion in the workplace is equivalent to societal inclusion. “We all belong in society, but we don’t all belong in an organisation—we only belong when we contribute to its purpose,” she asserts. She encourages participants to prepare by reflecting on their own definitions of inclusive leadership, the origins of those perspectives, and their experiences with diversity and inclusion initiatives. What worked, what didn’t, and how did it make you feel? Are you ready to have your assumptions about inclusive leadership, and inclusion to be unpacked and reworked as a helpful tool rather than a distraction? Do you want to learn how inclusion can drive innovation and excellence and create great places to work? If so, join us at [Roffey Park Institute on October 24-25](https://www.roffeypark.com/events/od-conference/) for this groundbreaking talk. --- --- title: "2024 OD Conference Speaker – Dr Rob Worrall" url: "https://www.roffeypark.com/articles/od-conference-speaker-dr-rob-worrall/" lang: "en-GB" type: "post" description: "As an OD practitioner, are you thinking about how you measure impact? Do you understand the importance of developing collective leadership capabilities to aid problem-solving skills? This October, OD consultant, renowned speaker and Place-Based leadership expert Dr Rob Worrall will be talking" last_modified: "2024-10-11T14:52:43+00:00" categories: [Company News, General News, Leadership Development, Organisational Development and HR] --- # 2024 OD Conference Speaker – Dr Rob Worrall As an OD practitioner, are you thinking about how you measure impact? Do you understand the importance of developing collective leadership capabilities to aid problem-solving skills? This October, OD consultant, renowned speaker and Place-Based leadership expert [Dr Rob Worrall](https://www.linkedin.com/in/robworrall1/) will be talking at [Roffey Park’s annual OD Conference](https://www.roffeypark.com/events/od-conference/) about how his Place-Based Leadership Development (P-BLD) initiatives develop individual leaders and collective leadership capability for global problem-solving. ![Dr Rob Worrall](https://www.roffeypark.com/wp-content/uploads/2024/08/Dr-Rob-Worrell.jpg) ## Rob’s Journey Like many OD consultants, Rob has an eclectic professional background but did not set out to become an OD practitioner. “I just fell into it,” he told us. The first fifteen years of Rob’s career involved working across the public sector, first in consultancy before moving into partnership work where he developed collaborative partnerships at a local, regional, national and international level. In 2008 Rob was studying for a PhD at [Anglia Ruskin University](https://www.aru.ac.uk/) on Organisational Performance and Diversity whilst working at the [National School of Government](https://en.wikipedia.org/wiki/National_School_of_Government). Here the seeds of his interest in how to develop local leadership sprouted. “At the time, there were around eleven leadership academies,” Rob recalled, “one for each sector – one for the police, one for the fire services, one for social care and so on.” He was responsible for managing the relationships between the different organisations and exploring ways in which they could collaborate to deliver more effective programmes. Noticing that these separate sectors were not addressing local problems, Rob began to look for more effective locally-based initiatives. As a result, in 2009, he organised a conference to showcase such initiatives and start a conversation amongst the academies about how they could better support collaboration between local leaders using case studies from across the academies. This helped the different sectors understand that they had a lot in common and that no one agency had all the knowledge, capability or answers to the challenges localities faced. Getting to understand these place-based initiatives inspired Rob to switch the focus of his PhD to P-BLD. Rob believed understanding what worked in local collective leadership development could really make a difference. He carried out an in-depth exploration of case studies focusing primarily on the participant perspective to understand what factors affected local leader and leadership development. In 2015, following a chance meeting in Nairobi, Kenya, Rob was invited to design and facilitate a pilot workshop based on this cutting-edge and evidence-based PhD research. Whilst there, he helped develop the collaborative capability of local leaders working on complex challenges such as intersectoral urban violence prevention. A second pilot followed, which led to a three-year P-BLD programme in Nakuru and Naivasha, Kenya. This led Rob to carry out similar work in Uganda and Guatemala. He has also designed Co-Facilitator Development Programmes to train local leaders to design and deliver their own P-BLD programmes. More recently, Rob delivered this programme in Darndale and Drogheda in Ireland and Fez, Morocco. ## Rob and OD Rob doesn’t view organisations as physical entities. To him, they are living organisms built through the relationships people have with and the knowledge of each other. Rob adopts a people-first, strengths-based approach when engaging with clients. “People who are in the room know their context, know what’s best. I can’t tell them how to lead. I can only help them develop skills to work more effectively together.” Rob believes that “we must work with the context how it is seen by local people, not how we would like it to be,” even if different areas – whether that be globally or locally – are facing similar problems.  He states that we must “start where people are at and not where we would like them to be”. He works to foster understanding between leaders across a local area so that they can better understand what challenges they each face as well as the differences and the commonalities between them. Often, “the barriers to collaboration are a lack of understanding and closed mindsets”, Rob succinctly summarised. In his speaker conversation, Rob plans to explore how a greater understanding between individuals can lead to enhanced relationships and facilitate more open mindsets that enable people to be more receptive to innovation. Rob will demonstrate the importance of embedding impact evaluation from the outset at an individual, inter-agency and place-based level. Equipped with years of international experience, Rob is well-versed in understanding how global challenges manifest themselves across different localities in distinctive ways, making him well-placed to stimulate discussions at our [‘Think Global, Act Local’ themed Conference this year](https://www.roffeypark.com/events/od-conference/). Join Rob this October so that you can better understand how to break down the barriers to collaboration and how doing so on a local level can have a global impact. --- --- title: "2024 OD Conference Speaker – Jesse Segers" url: "https://www.roffeypark.com/articles/2024-od-conference-speaker-jesse-segers/" lang: "en-GB" type: "post" description: "Are you interested in what unites us and what makes us different? But does focusing and enlarging these differences endanger the existence of the OD profession? This October at Roffey Park's OD Conference, Honorary Professor at the University of Exeter" last_modified: "2024-08-13T11:56:28+00:00" categories: [Company News, General News, Organisational Development and HR] --- # 2024 OD Conference Speaker – Jesse Segers Are you interested in what unites us and what makes us different? But does focusing and enlarging these differences endanger the existence of the OD profession? This October at [Roffey Park’s OD Conference](https://www.roffeypark.com/events/od-conference/), Honorary Professor at the [University of Exeter](https://www.exeter.ac.uk/) and Partner at [Ginkgo Consulting](https://www.ginkgoconsulting.be/), Jesse Segers, will be asking you if there is a need for the OD field to unite on a global level. ![Jesse Segers](https://www.roffeypark.com/wp-content/uploads/2024/04/Jesse-Segers.jpg) ## Jesse’s journey Jesse Segers is a Partner at Ginkgo Consulting and also an Honorary Associate Professor at the University of Exeter, UK. Jesse teaches leadership and develops leaders at executive and board levels, and he is also a visiting faculty member at the [Stichting Bedrijfskunde](https://www.stichtingbedrijfskunde.nl/), Netherlands. He serves and has served in several board member functions. Rewind some years and Jesse began his journey studying an MSc in Psychology at [Vrije Universiteit Brussels](https://www.vub.be/en) before working in several national and international HR roles. Jesse then received his PhD in Applied Economics from the [University of Antwerpen in Belgium](https://www.uantwerpen.be/en/). Jesse is the former Associate Dean of Education and MSc Programmes and co-director of the Expertise Centre on Leadership at the [Antwerp Management School, Belgium](https://www.antwerpmanagementschool.be/en?gad_source=1&gclid=CjwKCAjwk8e1BhALEiwAc8MHiARSJzgSk0FbH6kCs8VNSIGa18u29inNXnETkm8uONII5s-hTxkJhRoCNCkQAvD_BwE). He is a former visiting professor at the [Northern Illinois University, USA](https://www.niu.edu/index.shtml), [the University of Calgary, Canada](https://www.ucalgary.ca/) and [AOG School of Management, the Netherlands](https://www.aog.nl/). Impressively, Jesse has published 7 books and more than 200 papers in both top academic journals as well as practitioners’ journals. His research interests are linked to how individuals, leaders, teams, organisations and societies can change with specific attention given to leadership and middle managers. ## Jesse and OD With an impressive and expansive background in and surrounding OD, including being on the board of [Organisation Development Network Europe](https://odneurope.org/), Jesse’s passion comes from combining a number of different aspects of OD including leadership and complexity. His current organisation, Ginkgo, helps other organisations tackle change from a systemic, humanistic and participative perspective. Jesse’s speaker conversation will use [Bartlett & Ghoshal’s model of international strategies](https://www.aqa.org.uk/resources/business/as-and-a-level/business-7131-7132/teach/teaching-guide-bartlett-and-ghoshals-international-multi-domestic-transnational-and-global-strategies) to encourage us all to take the first steps towards thinking globally and acting locally. Bartlett & Ghoshal’s model of international strategies is a framework that distinguishes multiple forms of internationally operating businesses based on two criteria: global efficiency and local responsiveness. Jesse understands the field of OD to be multi-domestic with multiple institutes coexisting yet not optimised. He told us, “We are working with local communities, local governments and national governments but if you want to work where the real power is, then you probably need a global perspective as well.” Jesse’s talk will focus on what holds us back from being more united, and the different sub-dimensions that exist within the field of OD that may not be as connected as they could be. Using the aforementioned model, Jesse plans to use a statistic methodology exercise called multidimensional scaling to provide a map of dimensions that helps categorise and find a place for every school of thought. Jesse explained, “Once we have that territory of our field with different dimensions, we can map different cultures on it, we can unite and we can become much more transnational than the multi-domestic, which in turn will make our field much more powerful and meaningful.” Jesse asks participants to come [to the conference](https://www.roffeypark.com/events/od-conference/) with an open mind as discussion areas may seem provocative but he is keen to avoid the idea that his suggestion is the right way forward. He has two questions that he would like participants to think about. Do you believe there is a need for our field to unite more on a global level? And what do you think would help build a more global OD community, thinking beyond personal needs? --- --- title: "Harness the Power of Failure" url: "https://www.roffeypark.com/articles/harness-the-power-of-failure/" lang: "en-GB" type: "post" description: "The work of an Organisation Design (OD) practitioner involves the use of planned interventions to improve organisational effectiveness. OD’s ideas and practices mainly derive from the disciplines of psychology, sociology and business theory but OD practitioners can also look elsewhere" last_modified: "2024-08-01T09:45:33+00:00" categories: [Organisational Culture, Organisational Development and HR] --- # Harness the Power of Failure The work of an [Organisation Design (OD) practitioner](https://www.roffeypark.com/open-programmes/organisational-development-practitioners-programme/) involves the use of planned interventions to improve organisational effectiveness. OD’s ideas and practices mainly derive from the disciplines of psychology, sociology and business theory but OD practitioners can also look elsewhere for inspiration – sport and politics for example. This month of winning and losing on the field and at the ballot box can teach us a lot about teamwork, leadership, competing and collaborating. In this blog, I want to focus on re-framing failure not as something to be avoided or hidden but as something to be accepted as an opportunity to change and to help shape improvements at work. Little successes and failures are part of the process of continuous improvement, a constant state of training and refinement. Athletes review performance data, seek feedback and make incremental improvements. This iterative process is essential for reaching peak performance. OD practitioners can adopt a similar approach by using surveys, performance reviews and informal check-ins to gather feedback. A growth mindset helps individuals view challenges as opportunities to learn and grow and OD practitioners can support managers in offering continuous learning opportunities to keep skills sharp and relevant. ## Lessons from sporting failures Sports people often face setbacks, injuries and unexpected changes. Their ability to bounce back, adapt strategies and remain focused is key to their success. Mental toughness and resilience are cultivated through experience and intentional practice. To build a similar resilience within organisations, OD practitioners can provide resources and training on stress management as well as resilience-building techniques and implement programmes that support mental well-being. ![Tennis failure](https://www.roffeypark.com/wp-content/uploads/2024/07/Frustrated-tennis-player.jpg) In sports, great coaches are motivators, mentors and visionaries. They inspire their teams, especially in learning from failures. OD practitioners can enhance leadership within organisations by offering coaching and mentorship programme to develop leadership skills at all levels. [Pete Coffee](https://researchportal.hw.ac.uk/en/persons/pete-coffee), in a blog aimed at A-Level students last year, brought insights from his work in sport psychology and stressed the importance of examining the main cause of the perceived failure, focusing on what you can control to minimise experiencing that same cause of failure in the future; and seeking support from our social groups, especially those close to you or those you identify with. These sentiments chime with the advice from [Amy Edmondson, Harvard Business School Professor of Leadership](https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6451). She goes further and suggests we should focus on _failing intelligently_. This means having a mindset that is open to learning from mistakes rather than simply trying to hide them (a very natural reaction to failure). This is much easier if we are supported when we fail. The penalty shoot-out is a high-stakes event in football tournaments today. In the recent Euro 2024 event, when a player missed a penalty, it was conspicuous how his teammates were quick to console him. I wonder if we take the same approach when colleagues fail at work. That said, Edmondson’s advice is to avoid_ repeating _mistakes by doing your homework on previous attempts and to experiment at as small a scale as possible to minimise risks. We see this reflected in the way today’s footballers approach a penalty shootout. Now with the help of sports psychology, we see modern players using a range of different techniques to maximise the chance of scoring after reflecting and deciding that their previous approaches were not as effective. Edmondson rounds up her advice by emphasising the importance of clear goals that your attempts are directed towards – easy in sport but not so clear-cut in the world of work. So, here are some questions for you to consider at work: - How does your organisation define success when it comes to managing people? - How does your organisation respond to failure? - Are you supportive when individuals and/or teams fail? - And are you brave enough to explore the reasons for the failure – without defaulting to blaming and shaming? ## Is failure a building block for success? The great [Michael Jordan](https://en.wikipedia.org/wiki/Michael_Jordan) famously said, “Twenty-six times, I’ve been trusted to take the game-winning shot and missed. I’ve failed over and over and over again in my life. And that is why I succeed.” Failure is a stepping stone, a teaching moment and an opportunity to develop further towards a desired success. As philosopher [Alan Watts](https://en.wikipedia.org/wiki/Alan_Watts) put it, “You never know what will be the consequence of the misfortune; or, you never know what will be the consequences of good fortune.” This teaches us that events in life are often neither purely good nor purely bad. The consequences of success and failure may unfold in unexpected ways and OD practitioners need to be ready to use them all. So, perhaps there’s one final piece of advice when it comes to successes and failure: that there’s wisdom in accepting life’s vicissitudes with equanimity. --- --- title: "2024 OD Conference Speaker – Ku’ulani Keohokalole" url: "https://www.roffeypark.com/articles/2024-od-conference-speaker-kuulani-keohokalole/" lang: "en-GB" type: "post" description: "Are you diversifying where you are learning your OD practices from? Can OD tap more into local communities and cultures without being by the book? This October, Organisational Culture Expert and CEO of People Strategies Hawaiʻi, Ku’ulani Keohokalole will be" last_modified: "2024-08-06T15:05:32+00:00" categories: [Company News, General News, Organisational Development and HR] --- # 2024 OD Conference Speaker – Ku’ulani Keohokalole Are you diversifying where you are learning your OD practices from? Can OD tap more into local communities and cultures without being by the book? This October, Organisational Culture Expert and CEO of [People Strategies Hawaiʻi](https://www.peoplestrategieshawaii.com/), [Ku’ulani Keohokalole](https://www.linkedin.com/in/kuukeoho/) will be talking at [Roffey Park](https://www.roffeypark.com/) about how indigenous values and wisdom resonate with the practice of organisation development and how we, as organisational development practitioners, can apply these cultural values and knowledge in the work we do and – in line with the overarching theme of the conference – to the communities around us. Native Hawaiian, Ku’ulani, will be drawing upon her own lived experiences to bring you examples of real organisational change done in ‘non-traditional ways’ informed by cultural values. Are you ready for your assumptions and perhaps euro-centric attitudes towards OD to be challenged? ![Ku'ulani Keohokalole](https://www.roffeypark.com/wp-content/uploads/2024/04/2023-Updated-Headshot-1.jpg) ## Ku’ulani’s journey It is unsurprising to understand the level of compassion, care and attention that Ku’ulani has for people and the value that surrounds focusing on people in organisations. Her mother and grandmother both worked with the community as social outreach workers with her mother going on to work with homeless people around Hawaii. Ku’ulani told us, “When I was little, my mum and grandma would have conversations at the dinner table about all the people they were working with and the changes that they wanted to see in the community. I was really inspired by that and wanted to do that kind of work too.” Fast forward and Ku’ulani began her career working for Not-for-Profit Organisations around increasing education for communities that do not have good enough access to it. A moment of realisation hit Ku’ulani and the organisation she was with at the time, [Liliʻuokalani Trust](https://onipaa.org/). They were seeing the grandchildren of the clients that they saw generations before them and so asked themselves if they were solving the communities’ issues or adding to the problem. Subsequently, Ku’ulani was invited to shift her job purpose to focus on the employees of the organisation, mindset and perspective and as a result more externally on real change in the community. In 2015, Ku’ulani became the director of OD. As time passed, Ku’ulani joined the [Bank of Hawaii](https://www.boh.com/) – the largest bank in the area. She told us, “They saw what I was doing as director of OD and wanted me to do similar work for them. I had never worked in anything other than NPOs, so I was interested in trying something new.” Here, Ku’ulani worked within HR and would be deployed to different areas of the bank to work on the people side of things. She knew that by diversifying her industry experience, she could grow the skillset and confidence to go out on her own. In 2019 Ku’ulani founded her consulting practice, People Strategies, Hawaii. She explained, “Part of the inspiration for starting my practice came from when I was an employee working in various settings, a lot of the time I did not have the best managers. Sometimes leaders get into positions of authority because they are good at what they do but they do not understand how to lead people. Therefore, my vision is to create more good leaders in managerial roles such that it is the norm over the exception.” ## Ku’ulani and OD Inspired by her mother and grandmother, Ku’ulani’s practice is grounded in really thinking about mindsets and a truly caring approach to people and organisations. She told us, “My motto is to people first, which is why I put people in the first word of my organisation, because I want to emphasise that it is about people. It is also about processes and other things but if we don’t focus on the people, we will not be as effective.” A lot of Ku’ulani’s beliefs and approaches come from her proud background and native Hawaiian heritage. She explained, “I think we can learn a lot from indigenous cultures. For example, there is a cultural value in Hawaii that is still relevant today is the concept of waiting for the moment. Sometimes our dominant way of being, especially in the corporate world, is to fill any given moment with words or actions rather than waiting for the right moment.” It can seem simple but these skills and concepts can allow us to tap back into the cultures that served us well for so long. In this example, waiting for the moment is not about doing, it is about being, about existing and being present, listening to each other, reflecting and not having to fill the space for the sake of it. The ability to breathe, pause and reflect is one that is starting to phase out of modern organisations. If there is one thing that Ku’ulani would like to hone in on during her talk at the [Roffey Park OD Conference](https://www.roffeypark.com/events/od-conference/), is that there is wisdom that we can all elevate through OD work. Ku’ulani explained, “OD work does not have to be generic; we can bring forward these deeper cultural values and concepts and use them in practice. I was talking to a group recently about setting purpose, vision and strategy and we used the metaphor of long-distance sailing and navigating your way using the stars instead of GPS. Sailing is a huge part of Hawaiian culture and tapping into that, into something that is deeper and meaningful for people can be more powerful than standard practice.” Join the exciting Ku’ulani at our upcoming [OD Conference](https://www.roffeypark.com/events/od-conference/) and find out how you can connect with the deeper-rooted cultures in your community through the power of OD work within organisations.       --- --- title: "What can organisations learn from England’s new strategy to penalty shootouts?" url: "https://www.roffeypark.com/articles/what-can-organisations-learn-from-englands-new-strategy-to-penalty-shootouts/" lang: "en-GB" type: "post" description: "Football is a simple game - twenty-two people run around trying to kick a ball into two nets. But underneath the surface, when only the very few reach the top, it can be one of the most strategy-intense, pressurised and" last_modified: "2024-07-23T10:33:23+00:00" categories: [General News] --- # What can organisations learn from England’s new strategy to penalty shootouts? Football is a simple game – twenty-two people run around trying to kick a ball into two nets. But underneath the surface, when only the very few reach the top, it can be one of the most strategy-intense, pressurised and scrutinised sports in the world. As a child growing up, all I did was want to become a professional footballer. However, sometimes I do not envy some moments in the lives of superstars. It is not a secret that the UK media, to put it politely, enjoy a scapegoat; Southgate in 1996, Beckham in 1998 and Saka in 2021. During David Beckham’s recent Netflix documentary, it pained him to relive these moments – feelings of desolation, depression and self-blame. Gareth Southgate and Bukayo Saka the same. A lot of the time football players are blamed and targeted due to missing a penalty during a penalty shootout. Penalty shootouts are the pinnacle of pressure-cooker-like moments, to keep your cool in a cauldron of emotion knowing your whole country is watching at home takes unmeasurable amounts of courage and bravery. But ironically, those brave enough to represent their country are put to the sword immediately if they fail. England had never had an excellent penalty shootout record in major competitions – before this summer’s European Championships, England had only won one in five. So, after one of the most impressive penalty shootout performances against Switzerland just over two weeks ago, what has changed in today’s modern game? How has a focus on strategy positively affected performance? And what lessons can we learn from penalty shootouts that we can apply in today’s organisations? ## Strategy wins even during the most chaotic of moments Previously, penalty shootouts were relatively ad-hoc. At the end of the game, those still on the pitch would either volunteer or if there were not enough volunteers, chosen on their ability to strike a ball and score goals. A lot of the time, this would lead to the most proud and courageous left on the pitch to take a penalty, regardless of their ability to put the ball in the back of the net. Take both Stewart Pearce and Gareth Southgate’s penalty misses during the Euro ’96 campaign as examples. Two of the most staunch, proud Englishmen in the changing room but both defenders by trade, not goalscorers. Essentially, there was never any strategy and never any aforethought to penalty shootouts. Well, how hard can it be to score from twelve yards? Southgate learnt from his own mistakes as a player and was adamant about not letting history repeat itself. As soon as Southgate took over as England boss, he quickly set up an 18-month task force assigned to end England’s penalty shootout torment. Now, eight years later England hit a unique milestone, the first time they have netted five out of five in a shootout. Southgate and his backroom staff have created [“the most robust set-up in the world” from twelve yards in the mind of Geir Jordet](https://www.skysports.com/football/news/12016/13175980/englands-penalty-secrets-how-gareth-southgates-side-became-the-best-prepared-side-at-euro-2024-for-spot-kicks), a professor in psychology and football at the Norwegian School of Sport Sciences. But how? England has focused on controlling the controllables, giving them the best possible platform to perform. The whole squad knows, before the game, who the designated penalty takers will be, with agreed-upon reserves in the cases of injury. We saw against Switzerland that as soon as the final whistle blew, Southgate huddled with only the eleven players on the pitch with the rest of the squad sent away, unlike before. This new strategy allowed him, as a leader, to have those valuable last few moments with the individuals and inspire them directly. In a period of madness came a moment of calm, but this was not by chance. This new approach from Southgate and his team highlights the importance of having several strategies. Of course, plan A is to try and win the game in ninety minutes, plan B is to manage the game how they see fit during extra time and plan C, a penalty shootout. Organisations need to strategise, whilst also maintaining the ability to be organisationally agile. Unlike before where there was little to no plan for penalties, Southgate has ensured that despite whatever bump in the road, there is some sort of plan for most situations. ![There is a lot of strategy involved in penalty shootouts](https://www.roffeypark.com/wp-content/uploads/2024/07/Stadium-of-England-at-the-Euros.jpg) ## It’s a team game, even when alone The second new strategic initiative Southgate and his team implemented was a buddy system. Each taker was assigned a buddy to welcome them back into the team on the halfway line after their spot-kick, to embrace the pressure collectively rather than have it on one individual, as well as support the individual in success or failure. The famous images of players head-bowed walking back alone after missing gives any football fan nightmares. Furthermore, while most teams stand in the traditional chain of interlocked arms, the England players stood more loosely with their arms by their side to avoid the tactics of an ‘us vs you’ situation when returning from the spot-kick. This ‘open-armed’ image coinciding with the buddy approach certainly derives from the power of psychological safe spaces and the impact that has on feelings of belonging, well-being, the reduction of pressure and ultimately improved performance. Support from your leader and peers, especially in moments of incomprehensible stress can be invaluable and England learnt from years of collective heartbreak and individual hurt. ## The power of taking a moment The power of taking a moment. Now not only did England’s players do this so well, but you see this more and more in the modern game with the introduction of sports psychologists and performance analysists. Who knew how many different techniques there are to running up and kicking a ball from twelve yards into the net? In the early days of football, players would lay their cards on the table early – run and kick it hard. Then the more relaxed technicians put their stamp on spot-kicks opting for accuracy and delicacy to beat the goalkeeper. Now, for the most part, it is a cat-and-mouse game. Not only do players try to score but they think the most effective way of doing so is to outwit the goalkeeper. Traditionalists will say ‘Just put the ball in the net!’, but there seems to be a huge increase in scored penalties lately and a lot of that comes down to the preparation a player takes before striking the ball. We see it a lot now where a player will place the ball on the spot, measure their run-up and before starting their move, take a moment to fill their lungs and exhale. Again, in a moment of madness comes a moment of calm. This was apparent in the Portugal vs Slovenia game during the Euros where all of the Portugal players opted for the breathing technique whereas most of the Slovenia players opted for a more rushed approach. Portugal won. There is a lot of power in waiting for the moment. Upcoming [Roffey Park OD Conference](https://www.roffeypark.com/events/od-conference/) speaker, Ku’ulani Keohokalole, said, “Sometimes our dominant way of being, especially in the corporate world, is to fill any given moment with words or actions rather than waiting for the right moment.” Waiting for the moment is not about doing, it is about being, about existing and being present and being mindful, focusing on the strategy and not having to fill the space for the sake of it. The ability to breathe, pause and reflect is becoming much more profound in organisations and is a key strategy for measured and sustainable success. ## Like Southgate, how can we develop a more effective strategy? The power of different strategies, peer support and teamwork and the ability to take a moment and reflect before acting are all key traits for any successful organisation. If, like Southgate and England, you see the need to improve these areas then learning and development institutions like Roffey Park Institute exist to help do just that. [As the home of organisation development](https://www.roffeypark.com/), we specialise in working with you to co-create healthy and sustainable people and workplaces. [Our consultants specialise in strategy refresh, organisational design, culture change and employee engagement, acquisition and retainment](https://www.roffeypark.com/consultancy-offer/). Get in touch with us to co-collaborate and boost your competitive advantage. --- --- title: "The Impact on Leadership During Turbulent Times" url: "https://www.roffeypark.com/articles/the-impact-on-leadership-during-turbulent-times/" lang: "en-GB" type: "post" description: "With the UK general election tomorrow and the Irish and US general elections just around the corner, we begin to enter a period of uncertainty. Many of us will want to know what this will mean for people, management and" last_modified: "2024-07-02T14:26:36+00:00" categories: [Change and Resilience, Leadership Development] tags: [Change and Resilience, Leadership Development] --- # The Impact on Leadership During Turbulent Times With the UK general election tomorrow and the Irish and US general elections just around the corner, we begin to enter a period of uncertainty. Many of us will want to know what this will mean for people, management and leadership during turbulent times. Experts will try to foresee the effects that the election results will have on the economy, business growth, leadership and management, HR, talent retention, employment rates and so on but rarely are they totally accurate. Instead, it is more so up to organisations and their people to prepare for the turbulent times of change, foreseen and unforeseen. ## Fear of change or fear of no change? Many people are apprehensive of the near future, not just politically but socially, economically and in the workplace. It’s not too difficult to see why as previously during times of uncertainty and economic turbulence, companies have looked to the people as one of the easiest ways to cut costs. However, investing in the upskilling and resilience of the people during times of hardship might actually be a better choice to make. [Wayne Cascio, professor of global leadership at the University of Colorado, concluded his research](https://www.hrmagazine.co.uk/content/insights/why-redundancy-should-only-be-a-last-resort) into the long-term effects of layoffs on organisations, by showing that they often tend to trigger a ‘death spiral’ of falling organisational performance. I do not think in this instance that people are fearing the unknown but are more so apprehensive about seeing a lot of the same – without a stable government it is very difficult to have collective financial and tax stability, healthy inflation rates and fair house prices – to name just a few. People want change but are not sure where or how the change is going to come about. Subsequently, it is important for business and government to work closer together post-election as well as a greater focus on organisations building and encouraging resilience and the growth of their people. It is also up to individual and collective leadership during turbulent times to best support their people. ![Airplane flying towards blue skies](https://www.roffeypark.com/wp-content/uploads/2024/07/Airplane-flying-towards-blue-skies.jpg) ## Hope in uncertainty can bring people together What I have seen recently from some friends, family and colleagues is a collective hope for the future. Change and uncertainty can worry us, but it can also inspire us. Sometimes it requires a resilient mindset but sometimes it can just require open and honest conversations where people are open to their beliefs, opinions and assumptions being challenged. In a polarised world, people tend to turn their noses up at debate with their feelings so strong that they refuse to consider the viewpoint of others. This has become a dangerous part of our society, which fuels feelings of isolation, fear of free speech and the suppression of opinions. How can we educate one another when we discourage open and honest conversations? Currently, the Men’s UEFA European Football Champions are underway in Germany with 24 different teams representing their nations and millions of fans from all over Europe flocking to the host country to support them. No one truly knows what will happen to their country’s team during the tournament, it is uncertain whether they might win or lose, but collectively the people of each nation come together regardless of background, ethnicity, class or sex to support the team. This is an example of hope during uncertainty and it is all fuelled by people uniting under a collective purpose. The same can be said for organisations during uncertainty and leadership during turbulent times. The moment you see the workforce, top to bottom, all buying into the same cause as a collective, you tend to see hope and an increase in morale, productivity and growth. The moment you see open and honest conversations being discouraged, conversations happening behind one another’s back, unclear directions from leaders and managers and a sense of confusion throughout the organisation, you will tend to find fear and apprehension for change and the unknown. So, what can leaders and managers do to instil this collective ‘buy-in’ from their people during turbulent times? ![Many countries within hearts](https://www.roffeypark.com/wp-content/uploads/2024/07/Many-countries-within-hearts.jpg)Street art that includes many of the competing countries at this summers Men’s UEFA European Football Champions. Cologne, Germany. ## The power of investing in people development Investing in the workforce during times of uncertainty can be a powerful and effective decision. Here are just a few reasons as to why: - **Maintaining Competitiveness**: During turbulent times, businesses face heightened competition as consumer spending decreases and companies fight for a smaller market share. Investing in people development ensures that organisations remain competitive by staying up to date with industry trends, enhancing skills and improving processes. - **Adaptability**: Developing personal skills fosters adaptability, allowing individuals and companies to pivot quickly in response to changing circumstances, seize new opportunities, and mitigate risks. - **Employee Morale and Engagement**: During uncertainty, job security concerns can impact employee morale and engagement. Investing in personal development initiatives demonstrates a commitment to employees’ growth and well-being, boosting morale and fostering a sense of loyalty even during challenging times. - **Innovation and Problem-Solving**: Investing in skills development fosters innovation by encouraging employees to think critically, solve problems creatively and explore unconventional ideas, driving business growth even in adverse economic conditions. - **Future Preparedness**: Continued investment in personal development prepares individuals and companies for future growth opportunities, positioning them to emerge stronger from turbulent times and thrive in the recovery phase. - **Talent Retention**: Investing in your people can help retain top talent by demonstrating a commitment to their professional growth and advancement within the organisation. Overall, investing in your people is not just about surviving the current economic challenges but also about positioning oneself and the organisation for long-term success and resilience in the face of future uncertainties. ## Ways to invest in you and your people Developing the skills of effective leadership during turbulent times is just as important as upskilling and developing your people. Leadership and development suppliers, such as [Roffey Park Institute](https://www.roffeypark.com/), specialise in both. Our range of [open programmes](https://www.roffeypark.com/open-programmes/) looks to boost the tools, skills and development required to help you navigate through change confidently. Take our [Leadership Development Programme](https://www.roffeypark.com/open-programmes/leadership-development-programme/) as an example, a course designed to help you balance the implementation of strategy and delivery of operational goals whatever the effects of the external environment on business. Or the [Developing Influence and Impact Course](https://www.roffeypark.com/open-programmes/developing-influence-and-impact/), a programme designed to develop the skills and knowledge necessary to influence and manage challenges – as well as help to create a resilient mindset. These are two examples of many open programmes we offer that can not just boost effective leadership during turbulent times but can also help upskill and prepare your workforce to deal with and manage uncertainty themselves. Don’t navigate through change and uncertainty alone, we are here to help – [book today and convert apprehension into hope](https://www.roffeypark.com/open-programmes/). --- --- title: "Programmes for Organisations" url: "https://www.roffeypark.com/programmes-for-organisations/" lang: "en-GB" type: "page" description: "Contact usFind out moreFind out moreContact us" last_modified: "2024-11-12T09:35:55+00:00" custom_fields: wpex_disable_title: "on" wpex_overlay_header_dropdown_style: "default" --- # Programmes for Organisations # Programmes for Organisations Roffey Park offers a range of training programmes for organisations, covering areas such as Organisational Development and HR Programmes, Leadership and Management Programmes, as well as Consultancy & Tailored Programmes. [Contact us](#) ## Unlock your potential These programmes are designed to enhance the skills and capabilities of individuals within the organisation, enabling them to drive positive change and achieve their goals. With a focus on practical application and experiential learning, Roffey Park’s training programmes provide a valuable opportunity for professional development and growth. ## Organisational Development and HR Programmes Roffey Park offers a comprehensive range of Organisational Development and HR Programmes designed to enhance the skills and capabilities of professionals in the field. These programmes are tailored to meet the specific needs of individuals and organisations, providing practical insights and strategies to drive positive change and growth. [Organisational Development Practitioners](https://www.roffeypark.com/open-programmes/organisational-development-practitioners-programme/)[Leading Organisation Design](https://www.roffeypark.com/open-programmes/leading-organisation-design/)[Organisation Design and Development Essentials](https://www.roffeypark.com/open-programmes/organisation-design-and-development-essentials/)[Facilitation Skills](https://www.roffeypark.com/open-programmes/facilitation-skills/)[HR Business Partner](https://www.roffeypark.com/open-programmes/hr-business-partner-skills/)[Strategic HR Leadership](https://www.roffeypark.com/open-programmes/strategic-hr-leadership-programme/)[Internal Business Partnering Skills](https://www.roffeypark.com/open-programmes/internal-business-partnering-skills/)[Practical Facilitation Skills](https://www.roffeypark.com/open-programmes/practical-facilitation-skills/)[Advanced Facilitation Skills](https://www.roffeypark.com/open-programmes/advanced-facilitation-skills/) ![Roffey Park Logo](https://www.roffeypark.com/wp-content/uploads/2023/09/RPI-logo-white-stacked-600x370-1.png) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/rpi-fav-120.png) ## Leadership and Management Programmes Roffey Park offers comprehensive Leadership and Management Programmes that are designed to enhance individuals’ skills and capabilities in leading and managing teams effectively. These programmes provide a unique blend of theoretical knowledge and practical application, equipping participants with the necessary tools and strategies to navigate the complexities of the modern business landscape. [Developing Influence and Impact](https://www.roffeypark.com/open-programmes/developing-influence-and-impact/)[Leadership Development](https://www.roffeypark.com/open-programmes/leadership-development-programme/)[Clear Leadership](https://www.roffeypark.com/open-programmes/clear-leadership/)[Leadership Essentials](https://www.roffeypark.com/open-programmes/leadership-essentials-programme/)[Management Essentials](https://www.roffeypark.com/open-programmes/management-essentials/)[Manager as Coach](https://www.roffeypark.com/open-programmes/manager-as-coach/) ## Consultancy With a focus on leadership, management, and organisational development, Roffey Park’s team of experts work closely with clients to provide tailored solutions that address their specific needs and challenges through enhancing individuals performance and development. [Find out more](https://www.roffeypark.com/consultancy-offer/) ## Tailored Solutions Roffey Park offers customised solutions to meet the unique needs of organisations. We provide innovative and effective solutions that address specific challenges faced by businesses and ensure that our programs and interventions are tailored to deliver maximum impact and drive positive change within organisations. [Find out more](https://www.roffeypark.com/tailored-development-programmes/) ### What Our Clients Say ### The Reassurance Network It’s hard to describe what our uniqueness is. I still can ’t do it. We needed a partner who would recognise that. Here’s someone who has taken the time to get to know us. And that was impressive. ### Dimensions (UK) I have always valued the depth of expertise and the quality of ideas and responses Roffey Park brings to the table in response to the challenges we describe and how they tailor that to our business. ### Andrew Needham | Harsco Environmental There are no slides…the style is very experiential, and the facilitators are incredibly agile in their delivery, responding to individual needs and the business context. ### Jamie Hewitt, Director of Finance | INTRAC I have found the sessions invaluable in guiding and helping us with both the short and long term. ### Sussex Health and Care I feel more confident from what I have learned from the course. Career progression doesn’t feel as daunting as previously…I feel I can use what I learned from this course to grow in more than one aspect of my job role. ### Harriet Attwood – Head of Talent Development | Jisc Roffey Park has had positive ripple effects across Jisc in terms of a strong coaching and leadership culture and I’m proud of what the programme has achieved and continues to achieve! ![](https://www.roffeypark.com/wp-content/uploads/2024/04/rpi-testimonial-image.jpg) ### About Roffey Park Institute Roffey Park Institute is a centre of expertise in organisational development and a pioneer of action learning for over 75 years. For the last thirty years, our MSc in People and Organisational Development has been at the forefront of developing the practice and field of OD which enables people and organisations to thrive. Our 2025 OD Conference will take place on 24-25 October at Roffey Park Institute and we’re finalising the details of an exciting programme which includes. - International keynote speakers - Practical workshops - Space and time for learning and networking with practising OD professionals [Find out more](https://www.roffeypark.com/why-roffey-park-institute/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/Download-Now-1.png)](https://www.roffeypark.com/wp-content/uploads/2026/08/Welcome-to-Roffey-Park-Institute.pdf) ### Latest Insights [![](https://www.roffeypark.com/wp-content/uploads/2026/08/Untitled-design-45.png)](https://www.roffeypark.com/articles/three-questions-organisations-keep-asking-us-about-leadership-right-now/) ## [Three Questions Organisations Keep Asking Us About Leadership Right Now](https://www.roffeypark.com/articles/three-questions-organisations-keep-asking-us-about-leadership-right-now/) Every week, our commercial team sits down with HR directors, chief executives and heads of people from organisations across every… [Read more >](https://www.roffeypark.com/articles/three-questions-organisations-keep-asking-us-about-leadership-right-now/) [Research](https://www.roffeypark.com/articles/category/research/) [![](https://www.roffeypark.com/wp-content/uploads/2026/08/Untitled-design-43.png)](https://www.roffeypark.com/articles/beyond-the-buzzword-resilience/) ## [Beyond the Buzzword: Are we building resilience or asking people to tolerate too much?](https://www.roffeypark.com/articles/beyond-the-buzzword-resilience/) In our latest LinkedIn Newsletter, we launched our latest series: Beyond the Buzzword. Starting with resilience. Resilience has become part… [Read more >](https://www.roffeypark.com/articles/beyond-the-buzzword-resilience/) [Change and Resilience](https://www.roffeypark.com/articles/category/change-and-resilience/) [![](https://www.roffeypark.com/wp-content/uploads/2026/07/manager-as-consultant-image2.jpg)](https://www.roffeypark.com/articles/research-paper-manager-as-consultant/) ## [Research Paper – Manager as Consultant](https://www.roffeypark.com/articles/research-paper-manager-as-consultant/) Manager as Consultant is a thought paper exploring how managers can adopt the mindset and practices of skilled consultants to… [Read more >](https://www.roffeypark.com/articles/research-paper-manager-as-consultant/) [Research](https://www.roffeypark.com/articles/category/research/) [All Insights](https://www.roffeypark.com/articles/) ## Contact us InstagramThis field is for validation purposes and should be left unchanged. 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[Contact us](#) --- --- title: "Event Booking Confirmation" url: "https://www.roffeypark.com/event-booking-confirmation/" lang: "en-GB" type: "page" last_modified: "2024-06-18T09:50:47+00:00" --- # Event Booking Confirmation Thank you for your booking. A member of our team will be in touch with you shortly. In the meantime if you need to talk to us urgently please telephone [+44 (0) 01293 851 644](tel:+441293851644). --- --- title: "Workshop Booking Confirmation" url: "https://www.roffeypark.com/workshop-booking-confirmation/" lang: "en-GB" type: "page" last_modified: "2024-06-17T11:07:59+00:00" --- # Workshop Booking Confirmation Thank you for your booking. A member of our team will be in touch with you shortly. In the meantime if you need to talk to us urgently please telephone [+44 (0) 01293 851 644](tel:+441293851644). --- --- title: "Protected: test form" url: "https://www.roffeypark.com/test-form/" lang: "en-GB" type: "page" last_modified: "2024-06-14T14:34:51+00:00" --- # Protected: test form --- --- title: "OD Practitioners Programme – Gavin Deadman" url: "https://www.roffeypark.com/articles/od-practitioners-programme-gavin-deadman/" lang: "en-GB" type: "post" description: "Recently we sat down with Gavin Deadman, Learning and Development Partner at Manchester University who spoke about his journey on the Organisation Development Practitioners Programme (ODP). Gavin, alongside some of his colleagues, attended the OD Practitioners Programme as part of" last_modified: "2024-06-06T10:16:13+00:00" categories: [Organisational Development and HR] tags: [Organisational Development and HR] --- # OD Practitioners Programme – Gavin Deadman Recently we sat down with Gavin Deadman, Learning and Development Partner at [Manchester University](https://www.manchester.ac.uk/) who spoke about his journey on the [Organisation](https://www.roffeypark.com/open-programmes/organisational-development-practitioners-programme/)[ Development Practitioners Programme (ODP)](https://www.roffeypark.com/open-programmes/organisational-development-practitioners-programme/). Gavin, alongside some of his colleagues, attended the OD Practitioners Programme as part of an in-house programme targeting their specific context and needs. Gavin shared some valuable insights into how he perceives Organisation Development (OD) in its current position as well as his and his team’s experience with OD, the language used around it and the importance of peer learning and self-confidence. > _With an increase in self-awareness comes not only a bit of self-confidence but also a realisation as to where the future gaps are. Then with that self-confidence and self-realisation, you can actually have better conversations with clients._ ## The challenges Initially, we asked why Gavin and his team at Manchester University enrolled on the OD Practitioners Programme to find out if they had any specific challenges, as a group, that they required addressing. Gavin explained how they wanted to upskill their practice in OD because as part of the Learning and Organisation Development team they have begun to increase their OD activity. The trouble that the team had was that other people in the organisation struggled to comprehend a lot of the language that surrounds OD and the worth that OD provides. Gavin explained, “The team know to change our language when we’re talking to our client groups because quite a lot of the time in OD we tend to talk our own language. We’ve had a few new members of the team come in from other areas and it’s enlightening but a realisation because they say you do talk your own language.” Another important reason for the cohort’s reason to enrol was that they felt they needed more knowledge in the area to increase their self-confidence. Gavin told us, “When people usually embark on something new, they tend to prefer to have a qualification or a piece of training behind them, whereas invariably, we don’t learn in the classroom, we learn by actually doing.” Ultimately, it was the ODP that would provide the qualification Gavin and his team were looking for to boost that confidence. ## Solutions Through the learning journey of the OD Practitioners Programme, Gavin and his team were encouraged through their Action Learning Sets (ALS) to learn through dialogue and by doing. This peer learning aspect of the programme encourages learners to share their progress and experience as well as support and challenge one another. ![](https://www.roffeypark.com/wp-content/uploads/2024/06/Group-Learning.jpg) The content provided by Roffey Park facilitators throughout the programme was intended to provoke discussion and self-reflection. Gavin identified this aspect as one which he valued. He told us, “It is all about the discussions that the content provoked. I am part of the team that delivers the leadership programme at Manchester University in its current guise and the best feedback that I get is from the people that come together and talk about solutions. The ALS really resonated with us.” Furthermore, the ODP requires learners to deliver group facilitation and an individual final presentation on participants’ business project outcomes, learning and reflective practice. Gavin explained how he found this aspect of the programme really useful. “The presentations showed the impressive learning curve of the people involved. The diverse strengths and approaches of the group were indicated by the differing styles of presentations.” Considering Gavin and his team share a similar context in the workplace, we found it interesting that individual presentations varied as much as they did. Gavin told us how the presentations typically portrayed the approach that different people took and portrayed their personalities. “Presentations ranged from a detailed approach, which was quite thought-provoking and encouraged debate, compared to mine, which used few slides but provoked a discussion about our current state.” Gavin continued, “The variance was great, however, there was a similarity in the fact that most of us used the consulting cycle (as seen below). I think that was a good thing because it is an approach which people have been using in the workplace through interactions with stakeholders and client groups. Everybody realised that they do use the model in their context and the fact everybody chose to use it I think is quite telling.” > _The ODP provided the realisation that we were not experiencing a performance gap, but doing the right things in this area. It has probably enhanced our practice, if anything._ ![](https://www.roffeypark.com/wp-content/uploads/2024/06/Consultancy-cycle-2.png) ## Outcomes and impacts > _My final reflection came from one of my colleagues. She described towards the end of her presentation, that as she looked back on her year of work and considered the content of the programme, “hey look, I AM an OD practitioner!” If the programme has done that for everyone, it’s been a success!_ Ultimately, it was about facilitating a ‘learning curve’ for Gavin and his team when it came to understanding what it meant to ‘do OD’ in the workplace. He told us, “The comprehension of the organisation is that they’ll come to us for learning solutions and we are more and more challenging that assumption and providing the organisation with what it needs and what it wants.” Instead of agreeing to a certain piece of required learning, development and training, in a gap that has been identified, Gavin is now more intent on getting underneath the issues as to why that request has come in and why a response is needed. Furthermore, Gavin explained how he and his team are now doing a lot more data-driven analysis rather than anecdotal-driven analysis so that they can provide a suite of solutions, rather than just that one narrow solution, which they feel they need across a wider range of activities. > Thanks to the ODP… “In the future I feel we will have more stories of talent management, performance improvement and organisational design, to name just a few OD activities.” --- --- title: "A Consultant With a Heart" url: "https://www.roffeypark.com/articles/a-consultant-with-a-heart/" lang: "en-GB" type: "post" description: "My friend got married a few months ago and at the wedding, his dad said to me: ‘I know who you are - you’re the consultant with a heart’... This prompted me to reflect on what consultancy with a heart" last_modified: "2024-05-28T09:25:38+00:00" categories: [Leadership Development, Management Development] tags: [Leadership Development, Management Development] --- # A Consultant With a Heart My friend got married a few months ago and at the wedding, his dad said to me: ‘I know who you are – you’re the consultant with a heart’… This prompted me to reflect on what consultancy with a heart is. ## Leading with emotion [Marty Linsky](https://www.hks.harvard.edu/about/marty-linsky) and [Ronald Heifetz](https://www.hks.harvard.edu/faculty/ronald-heifetz) think about leadership in terms of change and make the case that nobody resists change per se. People resist change when it challenges a value they treasure – when it touches their hearts. Leadership is creating change even in that context. [Lisa Lahey](https://www.gse.harvard.edu/directory/faculty/lisa-lahey) and [Robert Kegan](https://www.gse.harvard.edu/directory/faculty/robert-kegan) make a connected (and more literal) argument in their work on Immunity to Change, citing evidence from a study in which a significant number of heart attack survivors were shown to avoid taking life-saving heart medicine after their major cardiac event because to do so would have signalled their physical or mental weakness. In this extreme example, people made a choice that involved them redefining their sense of self. They were happy for doctors to rewire their hearts literally but would not do the same for themselves figuratively. To exercise adaptive leadership is to work with groups, teams and organisations through change that touches hearts as well as minds. Adaptive leadership involves surfacing tough organisational realities that it would be more comfortable to leave beneath the surface and bringing conflict out into the open so that it can be worked through. Many groups, teams and organisations would rather avoid that kind of work. They would even rather risk organisational death than confront the shortcomings, compromises and disappointments that inevitably arise when attempts are made to work with other people to achieve ambitious goals in complex environments. ## ![Conflict within a team](https://www.roffeypark.com/wp-content/uploads/2024/05/Conflict.jpg) ## Leading with courage Adaptive leadership is courageous leadership. And consultants who use an adaptive approach, exercise courageous consultancy. Courage in leadership and consultancy is needed more than ever today in organisations that confront shrinking resources, increasing demands and unpredictable local and global environments. And yet it is often glaringly absent. The risk of heartbreak is considered too frightening and the desire to be liked too great. The result? Poorly thought-through change initiatives, blundered internal communications and fatal short-termism. Being a consultant or a leader with a heart might sound like a soft kind of a thing – consultancy and leadership with a bleeding heart. But we must remember that a real heart is a tireless workhorse. It pumps blood around the body day and night – at the same time as standing as a symbol for the emotional world. ## Adaptive leadership It is somewhere between these two conceptions of the heart that I want to find myself as a consultant. Doing what works (the workhorse) and at the same time being constantly alive to the particular needs of each individual, team and organisation I encounter (the feeling heart). In touch with coarse reality, as well as with the emotional pulse that runs through all group and organisational life. My hope is that if I can model this in my work with those I teach, coach and consult with, they will be able to do more of that in the teams and organisations they are part of and lead. They will show up in their work ready to embrace (as opposed to shy away from) the difficult work and be able to undertake that work with the emotional intelligence it demands. ![](https://www.roffeypark.com/wp-content/uploads/2024/05/Coming-to-work-ready-to-embrace-challenges.jpg) Every day at Roffey Park, I work with managers, individual reports, consultants and others on their [capability to exercise courageous leadership and consultancy](https://www.roffeypark.com/consultancy-offer/). Senior leaders in global companies looking to build sustainable teams across geographical and generational boundaries, internal OD professionals trying to do more with less in the NHS or local government, experienced consultants working to expand their range as facilitators of complex organisational work – all are eager to partner with us to find more courageous ways to show up for those they serve. ## A consultant without a heart Standing against consultancy with a heart is consultancy without a heart, where organisational interactions are seen as simple and technical moving parts that can be shifted from one place to another with no feeling involved along the way. Most of us would like to think that only happens to other people or elsewhere. In truth, that is a default we can all be guilty of slipping into sometimes. I can bring to mind dozens of times I have fallen short of finding the right point between my two definitions of heart. This is, after all, is exacting work and as such is always only partially complete. Some organisational thinkers have translated Donald Winnicott’s conception of parenting and come up with the ‘good enough consultant’. That seems about right to me. So, my friend’s dad was being complimentary – but also too generous. None of us is a consultant with a heart. It isn’t an end state. The best we can hope for is to be consultants who truly grasp the significance of the heart and who endeavour consistently to bring our own and our clients’ hearts into all of our work. --- --- title: "Putting people first – International Workers Day 2024" url: "https://www.roffeypark.com/articles/putting-people-first-international-workers-day-2024/" lang: "en-GB" type: "post" description: "A world without workers may not be lightyears away with the rapid evolution of technology and artificial intelligence supercharging globalisation. Commentators differ on how they see the digital revolution playing out – ‘it could be utopia, or it could be" last_modified: "2024-05-16T11:20:57+00:00" categories: [Change and Resilience, Organisational Culture] tags: [Change and Resilience, Organisational Development and HR] --- # Putting people first – International Workers Day 2024 A world without workers may not be lightyears away with the rapid evolution of technology and artificial intelligence supercharging globalisation. Commentators differ on how they see the digital revolution playing out – ‘[it could be utopia, or it could be hell](https://www.theguardian.com/commentisfree/2016/sep/19/world-without-work-utopia-hell-human-labour-obsolete).’ Despite the reality of this being perhaps beyond our lifetime, the digitalisation and automation of many roles over the past few decades have caused a surplus of labour that economies and organisations have struggled to manage. Naturally, this has led those needing jobs to have little option but to accept low wages, decision-makers in organisations opting for redundancy to cut costs, big corporations in certain industries choosing robots over people and little to no bargaining power for employees and job seekers. ## Writing our own history History, some say, is cyclical – in that it is impossible for things to actually repeat themselves but after a period of such time, usually over a few generations, we forget or are simply unaware of what caused things and the reasons behind the outcomes. The 1st of May recognises International Workers Day (IWD), a day to commemorate the past labour struggles against a host of workers’ rights violations, including extensive workdays and weeks, poor­­—sometimes atrocious—working conditions and child labour. As we look to the occasion to reflect on the struggles that took place all over the world in the 19th century, we must celebrate and appreciate the contributions of the working class to society as a whole and remind ourselves of the workers and union leaders who sacrificed their lives to improve working conditions. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Header-1.jpg) For years demonstrations, protests and campaigns eventually resulted in an improvement of workers’ rights, working conditions and many other things that put the person first and the organisation second. So, after a magnificent amount of resilience, grit and investment in people and in society, why are we beginning to slip dangerously back into a world where some are not putting people first? ## Is globalisation the only blame? Communities are built by the people, for the people. They serve society’s best interests and encourage a culture of looking after one another. The quicker the rate of globalisation, the quicker the rate of disbanded communities and the quicker the rate at which people begin to disacknowledge one another and start to consider their own best interests, rather than the best interests of a well-functioning society. This starts with the people but is ultimately driven by large corporations and the culture of some organisations; you are beginning to see people-related business scandals nearly weekly in the news. What is the antidote to the negative impacts of globalisation? Firstly, it is up to all of us to consciously make the decisions that help to support local communities and support one another – empathy, compassion and trust, for example. Whilst taking action locally, it is also vital that we think globally in terms of how actions are in line with our values and our wider social responsibility for the generations that come after us. How can we encourage our workplaces to align with the wider social responsibilities of climate change, gender, racial and class equality and inclusivity? ## Learning and Development Whilst it is important to consider external measures to support people, internal interventions in the workplace are just as significant. During times of change, adversity and hardship, organisations tend to look at the most efficient way of cutting costs and usually that starts with a halt in the learning, development and training of staff and in some cases even redundancy. For example, the turbulent state of the economy over the last decade has recently plunged the UK into recession and consequently, yet understandably, some organisations turn to survive, rather than thrive mode. IWD reminds us that people are at the heart of organisations, yet they are the first to take a hit when the times get tough. Investing in people during change and adversity can provide several rewards for organisations: - **Adaptability** – Developing personal and organisational skills fosters adaptability, allowing individuals and companies to pivot quickly in response to changing circumstances, seize new opportunities and mitigate risks. - **Employee Morale and Engagement** – During a change, job security concerns can impact employee morale and engagement. Investing in personal development initiatives such as training, mentoring and career advancement opportunities demonstrates a commitment to employees’ growth and well-being, boosting morale and fostering a sense of loyalty even during challenging times. - **Innovation and Problem-Solving** – Turbulent times can necessitate creative solutions to navigate challenges and identify new revenue streams. Investing in personal and organisational development fosters innovation by encouraging employees to think critically, solve problems creatively and explore unconventional ideas, driving business growth even in adverse economic conditions. Investing in personal and organisational development during times of change and uncertainty is not just about surviving the current economic challenges but also about positioning yourself for long-term success and resilience in the face of future uncertainties. Roffey Park’s Workshop, ‘[Improving Culture: Safety & belonging](https://www.roffeypark.com/events/improving-culture-safety-and-belonging/)‘ is an example of a learning and development immersive experience that leaders can take to understand how worker safety and belonging during uncertainty will help to improve organisational culture in the long term. This is just one [workshop of many](https://www.roffeypark.com/open-programmes/) that address real topics and provides practical tools applicable in various contexts. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Workshop.jpg) ## An organisation is its people So, as we reflect on IWD 2024, we must not think that the job has been done regarding the prioritisation of people and workers’ wellbeing. We must reinforce the notion that people remain at the heart of organisations and that we are in danger of losing this with the intense rise of globalisation and a lack of compassion amongst managers and leaders when it comes to survival mode. We should take inspiration from the workers during the 19th century who lived and worked through abhorrent conditions, sometimes risking their lives just to survive and support their families. It would be dangerous to disassociate today’s world with that of the Industrial Revolution as although we face different kinds of problems, workers’ rights and well-being are still at the centre. --- --- title: "Event Booking" url: "https://www.roffeypark.com/event-free-booking/" lang: "en-GB" type: "page" last_modified: "2024-04-30T14:42:26+00:00" --- # Event Booking Please complete and submit the form below to make an online booking. Or, if you would prefer to discuss and confirm over the phone, call: **[+44 (0)1293 854042](tel:+441293854042)** (UK) You can choose to pay online, or request to be emailed an invoice. _ _This field is hidden when viewing the form Dates_ _This field is hidden when viewing the form Format_ _This field is hidden when viewing the form Event Name_ _This field is hidden when viewing the form Event Post ID_ _This field is hidden when viewing the form ACF Row Index ### What you are booking **Event: ** **Dates: ** **Format: ** ### Your Details Name(Required) First Last Job Title(Required) Company(Required) Email(Required) Phone(Required) Town/City(Required) How did you hear about us?(Required)Please SelectEmail CampaignGoogleLinkedInFacebookInstagramHR NetworkL&DiBICCLearnovateCIPDGatwick DiamondSussex ChamberBNiCounty Business AwardsGradIrelandOther publicationOther networkReferral Who referred you?(Required) Privacy(Required) I accept the Roffey Park [Terms and Conditions](https://www.roffeypark.com/terms-conditions/) and [Privacy Policy](https://www.roffeypark.com/privacy-policy/). 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Or, if you would prefer to discuss and confirm over the phone, call: **[+44 (0)1293 854042](tel:+441293854042)** (UK) You can choose to pay online, or request to be emailed an invoice. __This field is hidden when viewing the form Event Type(Required)_ _This field is hidden when viewing the form Dates(Required)_ _This field is hidden when viewing the form Format(Required)_ _This field is hidden when viewing the form Currency(Required)_ _This field is hidden when viewing the form Price(Required)_ _This field is hidden when viewing the form Event Name(Required)_ _This field is hidden when viewing the form Event Post ID(Required)_ _This field is hidden when viewing the form ACF Row Index(Required) ### What you are booking **Event: ** **Dates: ** **Format: ** **Price per person: ** € **Price per person: ** £ Price: £ 0.00 How many places would you like to book?Please enter a number from **1** to **5**. Roffey Park is registered in the UK and is required to add VAT to its invoices when applicable. The general VAT rule is that Roffey Park will add VAT when invoicing a business or an individual when they are based in the UK. If Roffey Park are to invoice a non-UK business, then VAT will not be added, but if Roffey Park are to invoice a non-UK individual then VAT will be added. Therefore it is important that Roffey Park is clear about who to invoice. The questions below will impact whether or not the invoice (which is generated after payment is made) will include VAT or not. 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Me Another person Please enter the details of the 1 participants you are registering today. Please note that the booking confirmation will be sent to you, while invitations to join the workshop will be sent to the attendees you specify. If unsure of attendees, please provide your own details, and we will follow up to gather attendee information before the workshop starts. ### Participant 1 Name(Required) Job title(Required) Email address(Required) Phone number ### Participant 2 Name(Required) Job title(Required) Email address(Required) Phone number ### Participant 3 Name(Required) Job title(Required) Email address(Required) Phone number ### Participant 4 Name(Required) Job title(Required) Email address(Required) Phone number ### Participant 5 Name(Required) Job title(Required) Email address(Required) Phone number ### Additional information Let us know any questions or particular needs How did you hear about us?(Required)Please SelectEmail CampaignGoogleLinkedInFacebookInstagramHR NetworkL&DiBICCLearnovateCIPDGatwick DiamondSussex ChamberBNiCounty Business AwardsGradIrelandOther publicationOther networkReferral Who referred you?(Required) Terms & Conditions(Required) I accept the Roffey Park [Terms and Conditions](https://www.roffeypark.com/terms-conditions/) and [Privacy Policy](https://www.roffeypark.com/privacy-policy/). Marking Opt-Out Please do not send me any marketing ### Card Details Credit CardCard Details Cardholder Name Complete Booking Δ --- --- title: "Workshops" url: "https://www.roffeypark.com/workshops/" lang: "en-GB" type: "page" last_modified: "2024-09-16T14:15:56+00:00" --- # Workshops We currently have no active workshops at present, please check back later. --- --- title: "Event Booking Confirmation" url: "https://www.roffeypark.com/event-thanks/" lang: "en-GB" type: "page" last_modified: "2024-05-01T15:38:26+00:00" --- # Event Booking Confirmation Thank you for your booking. A member of our team will be in touch with you shortly. In the meantime if you need to talk to us urgently please telephone [+44 (0) 01293 851 644](tel:+441293851644). --- --- title: "Newsletter Sign up" url: "https://www.roffeypark.com/newsletter-sign-up/newsletter-thanks/" lang: "en-GB" type: "page" last_modified: "2024-05-02T12:32:13+00:00" --- # Newsletter Sign up Thank you for subscribing to our newsletter. We’ll be in touch soon and you can unsubscribe at anytime by clicking at the bottom of our emails or emailing [marketing@roffeypark.com](mailto:marketing@roffeypark.com) --- --- title: "Brochure Requested" url: "https://www.roffeypark.com/brochure-requested/" lang: "en-GB" type: "page" last_modified: "2024-05-02T12:29:09+00:00" --- # Brochure Requested Thank you for requesting our brochure.  You should shortly receive an email with download instructions. If you do not receive an email, please contact [hello@roffeypark.com](mailto:hello@roffeypark.com). --- --- title: "Thanks for contacting us" url: "https://www.roffeypark.com/contact-us/contact-thanks/" lang: "en-GB" type: "page" last_modified: "2024-05-01T15:38:04+00:00" --- # Thanks for contacting us Thank you for your enquiry. A member of our team will be in touch with you shortly. In the meantime if you need to talk to us urgently please telephone [+44 (0) 01293 851 644](tel:+441293851644). --- --- title: "Conference Booking" url: "https://www.roffeypark.com/conference-booking/" lang: "en-GB" type: "page" last_modified: "2024-04-29T13:31:53+00:00" --- # Conference Booking Please complete and submit the form below to make an online booking. Or, if you would prefer to discuss and confirm over the phone, call: **[+44 (0)1293 854042](tel:+441293854042)** (UK) You can choose to pay online, or request to be emailed an invoice. __This field is hidden when viewing the form Event Type(Required)_ _This field is hidden when viewing the form Accommodation(Required)_ _This field is hidden when viewing the form Conference Fee(Required)_ _This field is hidden when viewing the form Currency(Required)_ _This field is hidden when viewing the form Price(Required)_ _This field is hidden when viewing the form Event Name(Required)_ _This field is hidden when viewing the form Event Post ID(Required)_ _This field is hidden when viewing the form ACF Row Index(Required) ### What you are booking **Event: ** **Accommodation: ** **Conference Fee: ** **Price per person: ** € **Price per person: ** £ Price: £ 0.00 How many places would you like to book?Please enter a number from **1** to **5**. Roffey Park is registered in the UK and is required to add VAT to its invoices when applicable. The general VAT rule is that Roffey Park will add VAT when invoicing a business or an individual when they are based in the UK. If Roffey Park are to invoice a non-UK business, then VAT will not be added, but if Roffey Park are to invoice a non-UK individual then VAT will be added. Therefore it is important that Roffey Park is clear about who to invoice. The questions below will impact whether or not the invoice (which is generated after payment is made) will include VAT or not. Are you based in the UK?(Required) Yes No Are we invoicing a business or individual?(Required) Business Individual ### Registration Fee Subtotal £ 0.00 VAT £ 0.00 Total ### Billing Details Payment Method(Required) Pay by card Pay by invoice Name(Required) First Last Job Title(Required) Company(Required) Email(Required) Phone(Required) Billing Address(Required) Street Address Address Line 2 Town / City Post Code Country/Region AfghanistanÅland IslandsAlbaniaAlgeriaAmerican SamoaAndorraAngolaAnguillaAntarcticaAntigua and BarbudaArgentinaArmeniaArubaAustraliaAustriaAzerbaijanBahamasBahrainBangladeshBarbadosBelarusBelgiumBelizeBeninBermudaBhutanBoliviaBonaire, Sint Eustatius and SabaBosnia and HerzegovinaBotswanaBouvet IslandBrazilBritish Indian Ocean TerritoryBrunei DarussalamBulgariaBurkina FasoBurundiCambodiaCameroonCanadaCape VerdeCayman IslandsCentral African RepublicChadChileChinaChristmas IslandCocos IslandsColombiaComorosCongoCongo, Democratic Republic of theCook IslandsCosta RicaCôte d'IvoireCroatiaCubaCuraçaoCyprusCzechiaDenmarkDjiboutiDominicaDominican RepublicEcuadorEgyptEl SalvadorEquatorial GuineaEritreaEstoniaEswatiniEthiopiaFalkland IslandsFaroe IslandsFijiFinlandFranceFrench GuianaFrench PolynesiaFrench Southern TerritoriesGabonGambiaGeorgiaGermanyGhanaGibraltarGreeceGreenlandGrenadaGuadeloupeGuamGuatemalaGuernseyGuineaGuinea-BissauGuyanaHaitiHeard Island and McDonald IslandsHoly SeeHondurasHong KongHungaryIcelandIndiaIndonesiaIranIraqIrelandIsle of ManIsraelItalyJamaicaJapanJerseyJordanKazakhstanKenyaKiribatiKorea, Democratic People's Republic ofKorea, Republic ofKuwaitKyrgyzstanLao People's Democratic RepublicLatviaLebanonLesothoLiberiaLibyaLiechtensteinLithuaniaLuxembourgMacaoMadagascarMalawiMalaysiaMaldivesMaliMaltaMarshall IslandsMartiniqueMauritaniaMauritiusMayotteMexicoMicronesiaMoldovaMonacoMongoliaMontenegroMontserratMoroccoMozambiqueMyanmarNamibiaNauruNepalNetherlandsNew CaledoniaNew ZealandNicaraguaNigerNigeriaNiueNorfolk IslandNorth MacedoniaNorthern Mariana IslandsNorwayOmanPakistanPalauPalestine, State ofPanamaPapua New GuineaParaguayPeruPhilippinesPitcairnPolandPortugalPuerto RicoQatarRéunionRomaniaRussian FederationRwandaSaint BarthélemySaint Helena, Ascension and Tristan da CunhaSaint Kitts and NevisSaint LuciaSaint MartinSaint Pierre and MiquelonSaint Vincent and the GrenadinesSamoaSan MarinoSao Tome and PrincipeSaudi ArabiaSenegalSerbiaSeychellesSierra LeoneSingaporeSint MaartenSlovakiaSloveniaSolomon IslandsSomaliaSouth AfricaSouth Georgia and the South Sandwich IslandsSouth SudanSpainSri LankaSudanSurinameSvalbard and Jan MayenSwedenSwitzerlandSyria Arab RepublicTaiwanTajikistanTanzania, the United Republic ofThailandTimor-LesteTogoTokelauTongaTrinidad and TobagoTunisiaTürkiyeTurkmenistanTurks and Caicos IslandsTuvaluUgandaUkraineUnited Arab EmiratesUnited KingdomUnited StatesUruguayUS Minor Outlying IslandsUzbekistanVanuatuVenezuelaViet NamVirgin Islands, BritishVirgin Islands, U.S.Wallis and FutunaWestern SaharaYemenZambiaZimbabwe VAT Number Non-UK EEC businesses only Purchase order number if applicable Charity My organisation is a registered charity Charity Number ### Participant Details Who you are booking for? Me Another person Please enter the details of the 1 participants you are registering today. Please note that the booking confirmation will be sent to you, while invitations to join the conference will be sent to the attendees you specify. If unsure of attendees, please provide your own details, and we will follow up to gather attendee information before the conference starts. ### Participant 1 Name(Required) Job title(Required) Email address(Required) Phone number ### Participant 2 Name(Required) Job title(Required) Email address(Required) Phone number ### Participant 3 Name(Required) Job title(Required) Email address(Required) Phone number ### Participant 4 Name(Required) Job title(Required) Email address(Required) Phone number ### Participant 5 Name(Required) Job title(Required) Email address(Required) Phone number ### Additional information Let us know any questions or particular needs How did you hear about us?(Required)Please SelectEmail CampaignGoogleLinkedInFacebookInstagramHR NetworkL&DiBICCLearnovateCIPDGatwick DiamondSussex ChamberBNiCounty Business AwardsGradIrelandOther publicationOther networkReferral Who referred you?(Required) Terms & Conditions(Required) I accept the Roffey Park [Terms and Conditions](https://www.roffeypark.com/terms-conditions/) and [Privacy Policy](https://www.roffeypark.com/privacy-policy/). Marking Opt-Out Please do not send me any marketing ### Card Details Credit CardCard Details Cardholder Name Complete Booking Δ --- --- title: "Qualifications" url: "https://www.roffeypark.com/qualifications/" lang: "en-GB" type: "page" description: "Qualifications Roffey Park Academy offers a range of postgraduate qualification programmes. They put you at the centre of your learning by: aligning practice, theory with your context and experience encouraging a collaborative approach to learning by using dialogic learning groups" last_modified: "2024-04-26T09:12:20+00:00" --- # Qualifications # Qualifications Roffey Park Academy offers a range of postgraduate qualification programmes. They put you at the centre of your learning by:![](https://www.roffeypark.com/wp-content/uploads/2024/04/Image-1-3.jpg) - aligning practice, theory with your context and experience - encouraging a collaborative approach to learning by using dialogic learning groups as forums for discussion, feedback, experience sharing and ideation - using a mix of taught components, online materials and self-directed group learning - focusing on impact and practice. We are an associate partner of the University of Sussex who act as validating authority for our qualifications. When you graduate from one of our qualification programmes you are not just receiving an academic certificate. Your learning experience will stay with you long after you finish. You will have greater confidence and capacity to build impactful interpersonal relationships and you will be able to make the right decisions, at the right time, for the right reasons. ## Roffey Park Academy Qualifications ## Masters in People and Organisational Development An international masters qualification in organisational development delivered online LEARN MORE ## ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Image-2-2.jpg) ## Postgraduate Diplomas Postgraduate Diploma qualifications in Change Leadership, Culture and Sustainability and Organisational Learning LEARN MORE ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Image-3-3.jpg) --- --- title: "Organisational Development Consultancy Services" url: "https://www.roffeypark.com/organisational-development-consultancy-services/" lang: "en-GB" type: "page" last_modified: "2024-05-03T19:19:13+00:00" --- # Organisational Development Consultancy Services # Organisational Development Consultancy Services Organisations in an uncertain and disrupted global environment are facing unprecedented complex challenges. At Roffey Park we know that complex problems require a different kind of thinking. **For this reason, we are trusted thought partners for clients facing the need to respond to:** - Cultural issues -  Equality, diversity and inclusion - Rethinking organisational strategy and new ways of working -  Attraction and/or retention issues -  Leadership team challenges -  Digital transformation -  Realigning organisational structures e.g. after merger or acquisition **We provide facilitation, diagnosis, advice and guidance, most commonly in these four areas:** - Organisational health and culture – Assessing organisational health and culture, advising on ways to improve and sustain desired culture and health of the business and its people. - Organisation design – Intentionally designing work which flows across organisational boundaries, reducing friction and waste to achieve effective and efficient performance and cultural outcomes. - Leadership cohesion – Supporting the leadership teams of departments, divisions or whole organisations to become more effective in achieving strategic aims collectively - Organisational agility and resilience – Future-proofing organisations to be able to respond and adapt at pace to changing market conditions and opportunities, including those presented by emerging technology.   If you’re a leader in this position then talk to us   ## Why choose Roffey Park’s Organisational Development Consultancy Service? ### An international centre of excellence in organisational development and the world of work From organisational development consultancy services through to OD practitioner skills development, we are an international centre of excellence for the practice and development of the field of organisational development. Our approach and heritage is research-informed and big on practical application and impact. We are pleasurably easy to work with and our aim is to build your organisation’s capability to sustainably lead change rather than create a reliance on our solutions.   ### An experienced team of organisational development practitioners Our consulting team are your trusted advisers who, in many cases, have been in your exact position. They have used OD interventions and techniques to bring their people along to support change, transformation and performance. Hand-picked for their expertise, experience and passion for organisational development, they are all experienced in working across the public, private and not-for-profit sectors. ### It is not about us, it’s about you Everything we do at Roffey Park Institute is dedicated to the best possible client experience and outcomes. We only offer you what you need or want. We focus on enabling the change you need rather than delivering ready-made answers. Our Client Relationship Managers, Programme Managers and Consultants will walk alongside you and your organisation for as long as it takes to make your transformation, building the capability for change that leads to sustained improvements in culture and performance. ### We put people at the heart of organisations and their change We put people at the heart of organisations and their change Our established approach is designed to generate collaboration, discussion and co-creation of action and impact. Our interactions are never generic. They are driven by your needs and your context and designed to be impactful.   ## Would you like to sample our consulting service? We know that the best way to understand the value of consulting is to experience it. For a limited time for new clients, we offer you a day of Roffey Park consulting at a reduced price of £1,500*. You can choose how to make use of your Roffey Day consultant, perhaps facilitating a leadership team session, some one-to-one executive coaching or a thought-partner for your strategic change plans, culture improvement initiative or upskilling programme. **Further details can be found here.** To find out more contact Hello@roffeypark.ac.uk *Additional travel and venue costs may apply for face-to-face meetings.   ## The Four I Model – our approach to organisation development consultancy ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Diagram.jpg) ## Contact us CompanyThis field is for validation purposes and should be left unchanged. Name(Required) First Last Company(Required) Job Title(Required) Email(Required) Phone(Required) Please tell us what you are interested in(Required)Please selectGeneralOpen ProgrammesMSc in People and Organisational DevelopmentIn-house ProgrammesTailored ProgrammesConsultancyVenue HireResearch ServicesAcademic Programmes Please provide more details of your enquiry(Required) Privacy(Required) I accept the Roffey Park [Terms and Conditions](https://www.roffeypark.com/terms-conditions/) and [Privacy Policy](https://www.roffeypark.com/privacy-policy/). Marking Opt-Out Please do not send me any marketing Submit Δ --- --- title: "Leadership and Management Programmes" url: "https://www.roffeypark.com/leadership-and-management-programmes/" lang: "en-GB" type: "page" description: "Leadership and Management Programmes Our world of work is changed. Not just through the pandemic but also due to the impact of technology and radical shifts in social attitudes towards work, the environment and sustainability. Workforces are dispersed and virtual." last_modified: "2024-05-03T19:21:00+00:00" --- # Leadership and Management Programmes # Leadership and Management Programmes Our world of work is changed. Not just through the pandemic but also due to the impact of technology and radical shifts in social attitudes towards work, the environment and sustainability. Workforces are dispersed and virtual. People are isolated, tired and choosing to leave their organisations in droves. The pandemic shone a light on weak business practices but it also enabled creativity and energy to problem solve and transform. And in the middle of this is you, a manager and leader of individuals, teams and organisations. Where does leadership start and management finish? What does your leadership achieve for others? How do you manage performance and outcomes in the face of persistent change? The last 18 months have reminded us of the power of humans to adapt and change. We need first-class leadership and management like never before – are you up to the challenge? ## Leadership and Management Courses at Roffey Park Institute Roffey Park Institute takes a practice-based approach to leading and managing. To achieve this, our leadership and management training provide a clear, simple model of practice, which offers elegant, simple principles. - Leadership and Management are the integration of organisational purpose and operational process - Leaders come from a perspective of purpose. It drives values and feedback, and encourages external focus. - Managers come from a perspective of process. It drives performance, continuous improvement and internal focus. - Both purpose and perspective MUST combine to create successful organisational culture. Successful future leaders must be able to manage, and successful managers must be able to lead. What changes is the context and the degree of each context for each leader or manager. Our leadership and management courses develop high performing leaders who can confidently manage, and managers who can confidently lead. At executive leadership levels in particular, this prevents the common disconnect felt between middle/ operational management and executive level leaders. ## Choose the right leadership and management course for you! ##### ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Image-1.jpg) ##### Management Essentials Respond to the challenges you and your team face by working on and practising the management skills you need Find out more ##### ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Image-2.jpg) ##### Leadership Essentials Develop behaviours and skills relevant to your organisation and leave ready to lead your team in a rapidly evolving workplace Find out more ##### ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Image-3.jpg)Building ##### High Performing Teams Develop high performing teams that collaborate to overcome challenges and get things done Find out more ##### ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Image-4.jpg)Leading ##### Resilient Teams and Organisations Support your team and organisation to develop resilience in the face of challenge and change Find out more ##### ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Image-5.jpg) ##### Manager as Coach Inspire and empower through stronger and better relationships with your team and stakeholder Find out more ##### ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Image-6.jpg) ##### Developing Influence and Impact Focus on the key things that will make a big difference to your influence and impact, enabling you to flourish Find out more ## 1-2-1 Personal Consultation Want to find out more? We would be happy to discuss these programmes in more detail and answer your questions by telephone or an online meeting. Email us your details and we’ll get in touch with you --- --- title: "All Events" url: "https://www.roffeypark.com/events/" lang: "en-GB" type: "page" last_modified: "2026-01-19T16:14:27+00:00" custom_fields: wpex_overlay_header_dropdown_style: "default" --- # All Events [![](https://www.roffeypark.com/wp-content/uploads/2025/10/thrive-conference-2026-300x256.jpg)](https://www.roffeypark.com/events/conference-2026/) ## [Thrive Conference 2026](https://www.roffeypark.com/events/conference-2026/) 3rd November - 5th November 2026 Roffey Park Institute, Horsham. [Find out more >](https://www.roffeypark.com/events/conference-2026/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/MSc-in-People-and-Organisational-Development-300x256.jpg)](https://www.roffeypark.com/events/msc-webinar/) ## [MSc Webinar – People & Organisational Development](https://www.roffeypark.com/events/msc-webinar/) 10 September  2026 from 9:30am to 10:30am [Find out more >](https://www.roffeypark.com/events/msc-webinar/) [![](https://www.roffeypark.com/wp-content/uploads/2024/05/Adaptive-leadership-300x256.jpg)](https://www.roffeypark.com/events/navigator-forum-designed-to-adapt-how-to-unstick-your-organisation/) ## [Navigator Forum: Designed to Adapt: How to unstick your organisation](https://www.roffeypark.com/events/navigator-forum-designed-to-adapt-how-to-unstick-your-organisation/) WHEN:  29 September 2026 at 9:30 am - 10:30am (UK Time) [Find out more >](https://www.roffeypark.com/events/navigator-forum-designed-to-adapt-how-to-unstick-your-organisation/) [![](https://www.roffeypark.com/wp-content/uploads/2025/03/masterclasses-image-300x256.jpg)](https://www.roffeypark.com/events/masterclass-leading-change/) ## [Masterclass: Leading Change](https://www.roffeypark.com/events/masterclass-leading-change/) This masterclass provides a structured approach to leading change effectively. Participants will explore key change models, communication strategies, and techniques… [Find out more >](https://www.roffeypark.com/events/masterclass-leading-change/) [![](https://www.roffeypark.com/wp-content/uploads/2025/03/masterclasses-image-300x256.jpg)](https://www.roffeypark.com/events/masterclass-building-resilience/) ## [Masterclass: Building Resilience](https://www.roffeypark.com/events/masterclass-building-resilience/) This session equips participants with practical techniques to enhance personal resilience. They will explore strategies to regulate emotions, develop a… [Find out more >](https://www.roffeypark.com/events/masterclass-building-resilience/) [![](https://www.roffeypark.com/wp-content/uploads/2025/03/masterclasses-image-300x256.jpg)](https://www.roffeypark.com/events/masterclass-building-high-performing-teams/) ## [Masterclass: Building High Performing Teams](https://www.roffeypark.com/events/masterclass-building-high-performing-teams/) This masterclass explores the essential elements of high-performing teams, equipping participants with tools to set clear goals, enhance team dynamics,… [Find out more >](https://www.roffeypark.com/events/masterclass-building-high-performing-teams/) [![](https://www.roffeypark.com/wp-content/uploads/2025/03/masterclasses-image-300x256.jpg)](https://www.roffeypark.com/events/masterclass-managing-global-teams/) ## [Masterclass: Managing Global Teams](https://www.roffeypark.com/events/masterclass-managing-global-teams/) This session provides strategies and practical tools for managing global teams effectively. Participants will gain insights into cultural dynamics, trust-building,… [Find out more >](https://www.roffeypark.com/events/masterclass-managing-global-teams/) [![](https://www.roffeypark.com/wp-content/uploads/2025/03/masterclasses-image-300x256.jpg)](https://www.roffeypark.com/events/masterclass-empowering-conversation/) ## [Masterclass: Empowering Conversation](https://www.roffeypark.com/events/masterclass-empowering-conversation/) This masterclass equips participants with essential skills to handle challenging conversations with confidence. Through practical techniques, they will learn to… [Find out more >](https://www.roffeypark.com/events/masterclass-empowering-conversation/) --- --- title: "Open Programmes" url: "https://www.roffeypark.com/open-programmes/" lang: "en-GB" type: "page" last_modified: "2025-08-20T10:21:27+00:00" custom_fields: wpex_overlay_header_dropdown_style: "default" --- # Open Programmes We provide distance, digital, blended and face-to-face programmes in leadership and management development, change and resilience, HR and organisation design and development. Filter open programmes:[All](#)[Change and Resilience](#)[Executive Education](#)[Graduate Development](#)[Leadership Development](#)[Management Development](#)[Organisational Development and HR](#)[Organisational Learning](#) [![Management Development 1](https://www.roffeypark.com/wp-content/uploads/2024/02/management-development-12-scaled-1-300x256.jpg)](https://www.roffeypark.com/open-programmes/advanced-leadership-management-practice/) ## [Advanced Leadership & Management Practice](https://www.roffeypark.com/open-programmes/advanced-leadership-management-practice/) Helping experienced leaders and managers to develop the mindset, behaviours and networks needed to deliver what matters for their organisations… [Find out more >](https://www.roffeypark.com/open-programmes/advanced-leadership-management-practice/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/Developing-the-HR-Directors-of-the-Future-300x256.jpg)](https://www.roffeypark.com/open-programmes/advanced-od-hr-practice/) ## [Advanced OD & Change Practice](https://www.roffeypark.com/open-programmes/advanced-od-hr-practice/) Supporting experienced OD and strategic HR professionals to advance their practice to lead strategic, system-wide change. For senior OD/HR practitioners,… [Find out more >](https://www.roffeypark.com/open-programmes/advanced-od-hr-practice/) [![Graduate Training Programme](https://www.roffeypark.com/wp-content/uploads/2024/11/graduate-training-programme-300x256.jpg)](https://www.roffeypark.com/open-programmes/graduate-development-programme/) ## [Graduate Development Programme](https://www.roffeypark.com/open-programmes/graduate-development-programme/) A graduate development programme for professionals entering the world of work. [Find out more >](https://www.roffeypark.com/open-programmes/graduate-development-programme/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/rpi-homepage-hero1-300x256.jpg)](https://www.roffeypark.com/open-programmes/hsd-professional-certification/) ## [HSD Professional Certification](https://www.roffeypark.com/open-programmes/hsd-professional-certification/) Join a global network of committed and curious individuals who use Human Systems Dynamics (HSD) to understand their world in… [Find out more >](https://www.roffeypark.com/open-programmes/hsd-professional-certification/) [![7 of the Most Inspiring Leadership Stories](https://www.roffeypark.com/wp-content/uploads/2024/04/shutterstock_1321923626-scaled-1-300x256.jpg)](https://www.roffeypark.com/open-programmes/leadership-management-fundamentals-2/) ## [Leadership & Management Fundamentals](https://www.roffeypark.com/open-programmes/leadership-management-fundamentals-2/) Helping new and emerging leaders and people managers to better understand themselves and their contexts and to deliver results through… [Find out more >](https://www.roffeypark.com/open-programmes/leadership-management-fundamentals-2/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/Header-300x256.jpg)](https://www.roffeypark.com/open-programmes/leadership-development-course/) ## [Leadership Development Course](https://www.roffeypark.com/open-programmes/leadership-development-course/) Develop the behaviours and skills needed to successfully lead your team and organisation. 20% Discount Available Now [Find out more >](https://www.roffeypark.com/open-programmes/leadership-development-course/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/Image-1-5-300x256.jpg)](https://www.roffeypark.com/open-programmes/leadership-essentials-course/) ## [Leadership Essentials Course](https://www.roffeypark.com/open-programmes/leadership-essentials-course/) Develop the behaviours and skills relevant to successfully lead your organisation. [Find out more >](https://www.roffeypark.com/open-programmes/leadership-essentials-course/) [![](https://www.roffeypark.com/wp-content/uploads/2026/04/Untitled-design-39-300x256.jpg)](https://www.roffeypark.com/open-programmes/leadership-walkshop/) ## [Leadership Walkshop](https://www.roffeypark.com/open-programmes/leadership-walkshop/) This experience takes senior leaders out of the boardroom and into the outdoors for a multiday walkshop designed for deeper… [Find out more >](https://www.roffeypark.com/open-programmes/leadership-walkshop/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/management-essentials-course-1-300x256.jpg)](https://www.roffeypark.com/open-programmes/management-essentials-course/) ## [Management Essentials Course](https://www.roffeypark.com/open-programmes/management-essentials-course/) Develop and practise the essential management skills needed for the world of work today. [Find out more >](https://www.roffeypark.com/open-programmes/management-essentials-course/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/msc-graduation-300x256.jpg)](https://www.roffeypark.com/open-programmes/masters-in-people-and-organisational-development/) ## [Masters in People and Organisational Development](https://www.roffeypark.com/open-programmes/masters-in-people-and-organisational-development/) An international masters in organisational development delivered online [Find out more >](https://www.roffeypark.com/open-programmes/masters-in-people-and-organisational-development/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/org-design-300x256.jpg)](https://www.roffeypark.com/open-programmes/organisation-design-and-development-essentials-course/) ## [Organisation Design and Development Essentials Course](https://www.roffeypark.com/open-programmes/organisation-design-and-development-essentials-course/) Equipping you with the fundamentals of organisation design and development practice. [Find out more >](https://www.roffeypark.com/open-programmes/organisation-design-and-development-essentials-course/) [![](https://www.roffeypark.com/wp-content/uploads/2024/10/change-and-transformation-300x256.jpg)](https://www.roffeypark.com/open-programmes/organisational-development-change/) ## [Organisational Development & Change](https://www.roffeypark.com/open-programmes/organisational-development-change/) Equipping emerging HR and OD practitioners to develop the thinking, behaviours and skills to support and enable healthy and sustainable… [Find out more >](https://www.roffeypark.com/open-programmes/organisational-development-change/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/Organisational-Development-Practitioners-Programme-header-image-300x256.jpg)](https://www.roffeypark.com/open-programmes/organisational-development-practitioners-programme/) ## [Organisational Development Practitioners Programme](https://www.roffeypark.com/open-programmes/organisational-development-practitioners-programme/) Enhance your knowledge & understanding of Organisational Development (OD) practice to improve the outcomes for organisations, teams and people. [Find out more >](https://www.roffeypark.com/open-programmes/organisational-development-practitioners-programme/) [![](https://www.roffeypark.com/wp-content/uploads/2025/04/shutterstock_2238906761-300x256.jpg)](https://www.roffeypark.com/open-programmes/supervision-of-organisation-design-development/) ## [Supervision of Organisation Design & Development](https://www.roffeypark.com/open-programmes/supervision-of-organisation-design-development/) Developing the individual and collective practice of your in-house change and transformation community. [Find out more >](https://www.roffeypark.com/open-programmes/supervision-of-organisation-design-development/) [![](https://www.roffeypark.com/wp-content/uploads/2025/06/sustainable-leadership-300x256.jpg)](https://www.roffeypark.com/open-programmes/sustainable-leadership-for-a-net-zero-future/) ## [Sustainable Leadership for a Net-Zero Future](https://www.roffeypark.com/open-programmes/sustainable-leadership-for-a-net-zero-future/) Approaching sustainability with a people first approach. [Find out more >](https://www.roffeypark.com/open-programmes/sustainable-leadership-for-a-net-zero-future/) --- --- title: "Open Programme Confirmation" url: "https://www.roffeypark.com/open-programme-booking/confirmation/" lang: "en-GB" type: "page" last_modified: "2024-05-01T15:38:42+00:00" --- # Open Programme Confirmation Thank you for your booking. A member of our team will be in touch with you shortly. In the meantime if you need to talk to us urgently please telephone [+44 (0) 01293 851 644](tel:+441293851644). --- --- title: "Join Our Team" url: "https://www.roffeypark.com/join-our-team/" lang: "en-GB" type: "page" description: "Find out more and apply" last_modified: "2026-06-23T08:00:05+00:00" custom_fields: wpex_disable_title: "on" --- # Join Our Team # Join our Talented Team Please check this page regularly for updates about open job opportunities at Roffey Park. # Head of Finance **About the role:** The Head of Finance plays a critical role in overseeing and managing the financial operations of Roffey Park Institute and its subsidiaries. They provide financial leadership, ensuring the organisation’s financial sustainability, compliance with regulatory requirements, and effective financial planning and reporting. Reporting to the Chief Executive as a member of the Executive Team, the Head of Finance works closely with senior management and the Board of Trustees, contributing to the organisation’s strategic objectives. Acting as a ‘critical friend’ and ‘trusted advisor’ to members of senior management, the Head of Finance challenges performance, identifying opportunities and risks for operational management, whilst supporting key leaders in effectively managing their revenues, margins & costs to maintain profitability. **Key Result Areas are: ** - Financial Planning & Performance - Financial Reporting & Compliance - Financial Management & Control - Team Leadership & Development **About you:** You should have: - Bachelor’s degree in finance, accounting, or a related field. - A professional accounting qualification (e.g., ACCA, CIMA, ACA) - Proven experience (10+ years) in a senior finance role, within both the charity and commercial sectors - Proven experience as a Head of Function, with the ability to drive commercialisation - Demonstrable experience of organisation transformation, specifically developing a fit for purpose finance function in a digital environment. - Strong knowledge of financial management principles, practices, and regulatory requirements in the UK. - Demonstrable experience in financial strategy development, budgeting, and financial reporting. - Excellent analytical skills with the ability to interpret financial data and provide meaningful insights to support decision-making. - Proficient in financial systems and software, including accounting software SAGE, Salesforce and MS Excel. - Strong leadership and team management abilities, with the capacity to inspire and develop finance professionals. - Exceptional communication and interpersonal skills, with the ability to engage with stakeholders at all levels. - High level of integrity, ethics, and a commitment to the goals and values of the organisation - Right to work in the UK [Find out more and apply](https://hr.breathehr.com/recruitment/vacancies/47335?identifier=roffeypark) ## Working for Roffey Park includes a range of benefits: 1 ### An attractive reward package of salary and benefits 2 ### Access to RP Pension Scheme and Private Healthcare Scheme 3 ### Access to in-house health and well-being facilities as well as complimentary refreshments 4 ### Work Life Balance policies and access to flexible working arrangements ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Disability.png) Roffey Park is committed to equal opportunities and encouraging diversity amongst our workforce. Our aim is that our recruitment practices encourage candidates from all sections of society and that each employee feels comfortable in their working environment, respected and able to give of their best. These same principles apply equally to our treatment of our clients, participants and suppliers. As a Disability Confident Committed Employer we are committed to employing and retaining disabled people and will interview all disabled applicants who meet the essential criteria for the vacancy advertised. ## Contact us InstagramThis field is for validation purposes and should be left unchanged. Name(Required) First Last Company(Required) Job Title(Required) Email(Required) Phone(Required) Please tell us what you are interested in(Required)Please selectGeneralOpen ProgrammesMSc in People and Organisational DevelopmentIn-house ProgrammesTailored ProgrammesConsultancyVenue HireResearch ServicesAcademic Programmes Please provide more details of your enquiry(Required) Privacy(Required) I accept the Roffey Park [Terms and Conditions](https://www.roffeypark.com/terms-conditions/) and [Privacy Policy](https://www.roffeypark.com/privacy-policy/). Marking Opt-Out Please do not send me any marketing Submit Δ ## What our client says about our services ### The Reassurance Network It’s hard to describe what our uniqueness is. I still can ’t do it. We needed a partner who would recognise that. Here’s someone who has taken the time to get to know us. And that was impressive. ### Dimensions (UK) I have always valued the depth of expertise and the quality of ideas and responses Roffey Park brings to the table in response to the challenges we describe and how they tailor that to our business. ### Andrew Needham | Harsco Environmental There are no slides…the style is very experiential, and the facilitators are incredibly agile in their delivery, responding to individual needs and the business context. ### Jamie Hewitt, Director of Finance | INTRAC I have found the sessions invaluable in guiding and helping us with both the short and long term. ### Sussex Health and Care I feel more confident from what I have learned from the course. Career progression doesn’t feel as daunting as previously…I feel I can use what I learned from this course to grow in more than one aspect of my job role. ### Harriet Attwood – Head of Talent Development | Jisc Roffey Park has had positive ripple effects across Jisc in terms of a strong coaching and leadership culture and I’m proud of what the programme has achieved and continues to achieve! --- --- title: "Our Approach to Digital Learning" url: "https://www.roffeypark.com/our-approach-to-digital-learning/" lang: "en-GB" type: "page" description: "Find out more" last_modified: "2025-08-05T12:35:30+00:00" custom_fields: wpex_disable_title: "on" wpex_overlay_header_dropdown_style: "default" --- # Our Approach to Digital Learning # Our Approach to Digital Learning Our purpose is to work with you to support real and sustainable growth; this is not limited solely to face-to-face but through virtual learning, development and consultancy also.  [Find out more](#) ## An enhanced learner experience Technology was once used to facilitate the virtual delivery of our open programmes. Now, technology is used to enhance your learning journey. Through our progressive learning experience programme, MyRoffeyPark, learners have access to the tools, module materials and support whenever and wherever they require – including prework, mindtools and a platform to connect with their peers as well as their facilitators.  ## Our approach to digital learning incorporates 5 key elements: - Collaboration – Programmes are designed to generate collaboration, discussion and co-creation of action and practice  - Research – Learning is underpinned by our research, expertise, and experience over 75 years  - Learner-centred – Your learning is driven by your needs and context  - Action-orientated – We use our digital technology to provide an environment where participants can practice the theory that they have learnt  - Your peers – Our dialogic learning process allows learners to learn alongside their peers, enabling themselves as the educators as well as the educated  ![Roffey Park Logo](https://www.roffeypark.com/wp-content/uploads/2023/09/RPI-logo-white-stacked-600x370-1.png) ## MyRoffeyPark MyRoffeyPark is our new learning experience platform. It is an interactive online space that gives us the ability to create and facilitate transformative learning journeys that are collaborative and cross-organisational.   MyRoffeyPark can tailor training and learning to align with your organisation’s unique needs and objectives as we are able to customise the content so that the learning experience is effective and relevant. Using MyRoffeyPark, we can facilitate knowledge sharing and a community where participants can contribute, discuss and learn from one another.   MyRoffeyPark utilises real-time analytics that help organisations make data-driven decisions. Through this, we can monitor engagement, progress and development to maximise the impact of the learning initiatives.  ### What Our Clients Say ### The Reassurance Network It’s hard to describe what our uniqueness is. I still can ’t do it. We needed a partner who would recognise that. Here’s someone who has taken the time to get to know us. And that was impressive. ### Dimensions (UK) I have always valued the depth of expertise and the quality of ideas and responses Roffey Park brings to the table in response to the challenges we describe and how they tailor that to our business. ### Andrew Needham | Harsco Environmental There are no slides…the style is very experiential, and the facilitators are incredibly agile in their delivery, responding to individual needs and the business context. ### Jamie Hewitt, Director of Finance | INTRAC I have found the sessions invaluable in guiding and helping us with both the short and long term. ### Sussex Health and Care I feel more confident from what I have learned from the course. Career progression doesn’t feel as daunting as previously…I feel I can use what I learned from this course to grow in more than one aspect of my job role. ### Harriet Attwood – Head of Talent Development | Jisc Roffey Park has had positive ripple effects across Jisc in terms of a strong coaching and leadership culture and I’m proud of what the programme has achieved and continues to achieve! ![](https://www.roffeypark.com/wp-content/uploads/2024/04/rpi-testimonial-image.jpg) ### About Roffey Park Institute Roffey Park Institute is a centre of expertise in organisational development and a pioneer of action learning for over 75 years. For the last thirty years, our MSc in People and Organisational Development has been at the forefront of developing the practice and field of OD which enables people and organisations to thrive. Our 2025 OD Conference will take place on 24-25 October at Roffey Park Institute and we’re finalising the details of an exciting programme which includes. - International keynote speakers - Practical workshops - Space and time for learning and networking with practising OD professionals [Find out more](https://www.roffeypark.com/why-roffey-park-institute/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/Download-Now-1.png)](https://www.roffeypark.com/wp-content/uploads/2026/08/Welcome-to-Roffey-Park-Institute.pdf) ### Latest Insights [![](https://www.roffeypark.com/wp-content/uploads/2026/08/Untitled-design-45.png)](https://www.roffeypark.com/articles/three-questions-organisations-keep-asking-us-about-leadership-right-now/) ## [Three Questions Organisations Keep Asking Us About Leadership Right Now](https://www.roffeypark.com/articles/three-questions-organisations-keep-asking-us-about-leadership-right-now/) Every week, our commercial team sits down with HR directors, chief executives and heads of people from organisations across every… [Read more >](https://www.roffeypark.com/articles/three-questions-organisations-keep-asking-us-about-leadership-right-now/) [Research](https://www.roffeypark.com/articles/category/research/) [![](https://www.roffeypark.com/wp-content/uploads/2026/08/Untitled-design-43.png)](https://www.roffeypark.com/articles/beyond-the-buzzword-resilience/) ## [Beyond the Buzzword: Are we building resilience or asking people to tolerate too much?](https://www.roffeypark.com/articles/beyond-the-buzzword-resilience/) In our latest LinkedIn Newsletter, we launched our latest series: Beyond the Buzzword. Starting with resilience. Resilience has become part… [Read more >](https://www.roffeypark.com/articles/beyond-the-buzzword-resilience/) [Change and Resilience](https://www.roffeypark.com/articles/category/change-and-resilience/) [![](https://www.roffeypark.com/wp-content/uploads/2026/07/manager-as-consultant-image2.jpg)](https://www.roffeypark.com/articles/research-paper-manager-as-consultant/) ## [Research Paper – Manager as Consultant](https://www.roffeypark.com/articles/research-paper-manager-as-consultant/) Manager as Consultant is a thought paper exploring how managers can adopt the mindset and practices of skilled consultants to… [Read more >](https://www.roffeypark.com/articles/research-paper-manager-as-consultant/) [Research](https://www.roffeypark.com/articles/category/research/) [All Insights](https://www.roffeypark.com/articles/) ## Contact us EmailThis field is for validation purposes and should be left unchanged. Name(Required) First Last Company(Required) Job Title(Required) Email(Required) Phone(Required) Please tell us what you are interested in(Required)Please selectGeneralOpen ProgrammesMSc in People and Organisational DevelopmentIn-house ProgrammesTailored ProgrammesConsultancyVenue HireResearch ServicesAcademic Programmes Please provide more details of your enquiry(Required) Privacy(Required) I accept the Roffey Park [Terms and Conditions](https://www.roffeypark.com/terms-conditions/) and [Privacy Policy](https://www.roffeypark.com/privacy-policy/). Marking Opt-Out Please do not send me any marketing Submit Δ --- --- title: "Our History" url: "https://www.roffeypark.com/our-history/" lang: "en-GB" type: "page" last_modified: "2025-11-04T09:39:52+00:00" custom_fields: wpex_disable_title: "on" wpex_overlay_header_dropdown_style: "default" --- # Our History # Roffey Park Origins Roffey Park was founded in wartime Britain when the well-being of some individuals was being adversely affected by long working hours and wartime anxieties over bombing raids, rationing, and family members in the armed forces.   ## Our History In 1943, the National Council for the Rehabilitation of Industrial Workers took the bold decision to set up a Rehabilitation Centre to treat people in industry who were suffering from overwork, nervous strain and depression. The Council acquired two adjoining estates with beautifully secluded grounds in St Leonard’s Forest near Horsham, called Roffey Park and Beedingwood House. In 1946 Queen Mary visited Roffey Park after hearing about the work that was happening here (see image below). The Rehabilitation centre aimed to treat stressed individuals in congenial surroundings away from the pressure of the workplace so that they could return to the workplace. Utilising a revolutionary, holistic approach that combined individualised medical treatment, dietary supervision, physical education and occupational therapy, the centre treated 1,700 patients in its first two years!  In 1946, the Council formed Roffey Park Institute to meet the growing demand for research and training based on the constructive and educational approach of the Rehabilitation Centre. It also sought to investigate the ‘social problems’ in industry and the workplace, as well as the well-being of employees in businesses and factories. In 1947, Roffey Park Institute ran its first residential programme called Health and Human Relations in Industry and Research Studies.  ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Queen-Mary.jpg) ### Our journey to now In the late 1940s, our work became more focused on well-being in the workplace whilst the Rehabilitation Centre became part of the St Thomas’s Group of hospitals which was absorbed into the newly formed National Health Services. It ran its first bespoke development and international programmes in the 1950s and became an educational charity in 1967. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Cohort-from-the-70-80s.jpg) Now, Roffey Park Institute collaboratively designs and delivers bespoke programmes and tailored support to clients in the UK, Ireland and on an international scale. Although the outward appearance of Roffey Park has evolved since its early years, the core values of integrity and respect for the individual have not changed.  ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Arlene-at-conference-23.jpg) To this day, our mission is rooted in breaking down barriers within workplaces, striving to create environments that are conducive to growth and success. As a charitable organisation, our research drives innovation which delivers measurable impact throughout our solutions globally.  View a virtual tour of our venue [View Tour](https://my.matterport.com/show/?m=nn2noJ3U6PE) ## What our client says about our services ### The Reassurance Network It’s hard to describe what our uniqueness is. I still can ’t do it. We needed a partner who would recognise that. Here’s someone who has taken the time to get to know us. And that was impressive. ### Dimensions (UK) I have always valued the depth of expertise and the quality of ideas and responses Roffey Park brings to the table in response to the challenges we describe and how they tailor that to our business. ### Andrew Needham | Harsco Environmental There are no slides…the style is very experiential, and the facilitators are incredibly agile in their delivery, responding to individual needs and the business context. ### Jamie Hewitt, Director of Finance | INTRAC I have found the sessions invaluable in guiding and helping us with both the short and long term. ### Sussex Health and Care I feel more confident from what I have learned from the course. Career progression doesn’t feel as daunting as previously…I feel I can use what I learned from this course to grow in more than one aspect of my job role. ### Harriet Attwood – Head of Talent Development | Jisc Roffey Park has had positive ripple effects across Jisc in terms of a strong coaching and leadership culture and I’m proud of what the programme has achieved and continues to achieve! ![Photo of a man working at his laptop with another women also working in the background](https://www.roffeypark.com/wp-content/uploads/2024/02/hr-development-2-scaled-1.jpg) ### About Roffey Park Institute Roffey Park Institute is a centre of expertise in organisational development and a pioneer of action learning for over 75 years. For the last thirty years, our MSc in People and Organisational Development has been at the forefront of developing the practice and field of OD which enables people and organisations to thrive. Our 2025 OD Conference will take place on 24-25 October at Roffey Park Institute and we’re finalising the details of an exciting programme which includes. - International keynote speakers - Practical workshops - Space and time for learning and networking with practising OD professionals [Find out more](https://www.roffeypark.com/why-roffey-park-institute/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/Download-Now-1.png)](https://www.roffeypark.com/wp-content/uploads/2026/08/Welcome-to-Roffey-Park-Institute.pdf) ## Make an enquiry EmailThis field is for validation purposes and should be left unchanged. Name(Required) First Last Company(Required) Job Title(Required) Email(Required) Phone(Required) Please tell us what you are interested in(Required)Please selectGeneralOpen ProgrammesMSc in People and Organisational DevelopmentIn-house ProgrammesTailored ProgrammesConsultancyVenue HireResearch ServicesAcademic Programmes Please provide more details of your enquiry(Required) Privacy(Required) I accept the Roffey Park [Terms and Conditions](https://www.roffeypark.com/terms-conditions/) and [Privacy Policy](https://www.roffeypark.com/privacy-policy/). Marking Opt-Out Please do not send me any marketing Submit Δ --- --- title: "Why Roffey Park Institute" url: "https://www.roffeypark.com/why-roffey-park-institute/" lang: "en-GB" type: "page" description: "Contact usFind out more >Find out more >Find out more >Find out more >" last_modified: "2025-08-05T12:38:14+00:00" custom_fields: wpex_disable_title: "on" wpex_overlay_header_dropdown_style: "default" --- # Why Roffey Park Institute # Why Roffey Park Institute Our mission is rooted in breaking down barriers within workplaces, striving to create environments that are conducive to growth and success. [Contact us](https://www.roffeypark.com/contact-us/) ## As a charitable organisation, our research drives innovation which delivers measurable impact throughout our solutions globally. Roffey Park Institute was founded post World War II to support individuals back into the world of work and since have continuously supported individuals and organisations to thrive in ever-changing environments. ## What we offer ### Our consultancy Through consultancy, we work with you to boost your competitive advantage, close the gap between your organisation’s current state and its desired future by focusing on strategy refresh and organisational design, culture change, employee engagement, acquisition and employee retainment. [Find out more >](https://www.roffeypark.com/consultancy-offer/) ### Our programmes We work with you to customize our training and development experience, be that online, hybrid or in-person. As experts in the fields of Organisation Development, HR and Leadership and Management we offer solutions to organisations and individuals using a dialogic approach with a focus on learning experience and impact. [Find out more >](https://www.roffeypark.com/tailored-development-programmes/) ### Our research Roffey Park has a rich history in research, which continues to be at the heart of what we do. Our research enables us to be a voice of authority on how people can thrive at work and how to develop healthy and sustainable organisations. We employ a rare combination of research, consultancy practice and development expertise when undertaking research projects for organisations which are aimed at improving organisational development, effectiveness and intelligence. [Find out more >](https://www.roffeypark.com/research-publications/) ### Our community Through modern research and informed thought leadership, we provide safe spaces to facilitate real conversation and relevant debate – as showcased by our annual OD Conference and our monthly navigator events. In our digital space, MyRoffeyPark Community offers access to the tools, materials and support whenever and wherever you require with a platform to connect with a wider network of specialists and peers. [Find out more >](https://www.roffeypark.com/events/od-conference/) ## What’s the Roffey Park Difference? - With you, we develop employees, managers, leaders and HR and OD professionals to navigate organisational life, inspire those around them and support one another through everyday and long-term strategic change. - Our programmes are designed as safe spaces to facilitate collaboration, discussion and the co-creation of action and practice. - We adopt a ‘do with’ rather than a ‘do to’ approach. We don’t presuppose the answer, nor the journey, but we will support you in gaining clarity on how best to achieve organisational goals in a healthy and sustainable way. Our solutions are co-created, bespoke, and tailored to your needs. - We use technology to enhance participants’ learning journey. Through our progressive learning experience platform, MyRoffeyPark, learners have access to the tools, module materials and support whenever and wherever they require. ![Roffey Park Logo](https://www.roffeypark.com/wp-content/uploads/2023/09/RPI-logo-white-stacked-600x370-1.png) ### What Our Clients Say ### The Reassurance Network It’s hard to describe what our uniqueness is. I still can ’t do it. We needed a partner who would recognise that. Here’s someone who has taken the time to get to know us. And that was impressive. ### Dimensions (UK) I have always valued the depth of expertise and the quality of ideas and responses Roffey Park brings to the table in response to the challenges we describe and how they tailor that to our business. ### Andrew Needham | Harsco Environmental There are no slides…the style is very experiential, and the facilitators are incredibly agile in their delivery, responding to individual needs and the business context. ### Jamie Hewitt, Director of Finance | INTRAC I have found the sessions invaluable in guiding and helping us with both the short and long term. ### Sussex Health and Care I feel more confident from what I have learned from the course. Career progression doesn’t feel as daunting as previously…I feel I can use what I learned from this course to grow in more than one aspect of my job role. ### Harriet Attwood – Head of Talent Development | Jisc Roffey Park has had positive ripple effects across Jisc in terms of a strong coaching and leadership culture and I’m proud of what the programme has achieved and continues to achieve! ![](https://www.roffeypark.com/wp-content/uploads/2024/04/rpi-testimonial-image.jpg) [View our annual accounts](https://www.roffeypark.com/wp-content/uploads/2024/04/roffey-park-annual-accounts-2023.pdf) [View our annual review](https://www.roffeypark.com/wp-content/uploads/2024/04/roffey-park-annual-review-22-23.pdf) ## Contact us InstagramThis field is for validation purposes and should be left unchanged. Name(Required) First Last Company(Required) Job Title(Required) Email(Required) Phone(Required) Please tell us what you are interested in(Required)Please selectGeneralOpen ProgrammesMSc in People and Organisational DevelopmentIn-house ProgrammesTailored ProgrammesConsultancyVenue HireResearch ServicesAcademic Programmes Please provide more details of your enquiry(Required) Privacy(Required) I accept the Roffey Park [Terms and Conditions](https://www.roffeypark.com/terms-conditions/) and [Privacy Policy](https://www.roffeypark.com/privacy-policy/). Marking Opt-Out Please do not send me any marketing Submit Δ ### Latest Insights [![](https://www.roffeypark.com/wp-content/uploads/2026/08/Untitled-design-45.png)](https://www.roffeypark.com/articles/three-questions-organisations-keep-asking-us-about-leadership-right-now/) ## [Three Questions Organisations Keep Asking Us About Leadership Right Now](https://www.roffeypark.com/articles/three-questions-organisations-keep-asking-us-about-leadership-right-now/) Every week, our commercial team sits down with HR directors, chief executives and heads of people from organisations across every… [Read more >](https://www.roffeypark.com/articles/three-questions-organisations-keep-asking-us-about-leadership-right-now/) [Research](https://www.roffeypark.com/articles/category/research/) [![](https://www.roffeypark.com/wp-content/uploads/2026/08/Untitled-design-43.png)](https://www.roffeypark.com/articles/beyond-the-buzzword-resilience/) ## [Beyond the Buzzword: Are we building resilience or asking people to tolerate too much?](https://www.roffeypark.com/articles/beyond-the-buzzword-resilience/) In our latest LinkedIn Newsletter, we launched our latest series: Beyond the Buzzword. Starting with resilience. Resilience has become part… [Read more >](https://www.roffeypark.com/articles/beyond-the-buzzword-resilience/) [Change and Resilience](https://www.roffeypark.com/articles/category/change-and-resilience/) [![](https://www.roffeypark.com/wp-content/uploads/2026/07/manager-as-consultant-image2.jpg)](https://www.roffeypark.com/articles/research-paper-manager-as-consultant/) ## [Research Paper – Manager as Consultant](https://www.roffeypark.com/articles/research-paper-manager-as-consultant/) Manager as Consultant is a thought paper exploring how managers can adopt the mindset and practices of skilled consultants to… [Read more >](https://www.roffeypark.com/articles/research-paper-manager-as-consultant/) [Research](https://www.roffeypark.com/articles/category/research/) [All Insights](https://www.roffeypark.com/articles/) --- --- title: "Coaching" url: "https://www.roffeypark.com/coaching/" lang: "en-GB" type: "page" description: "Contact us" last_modified: "2025-08-05T13:00:04+00:00" custom_fields: wpex_disable_title: "on" wpex_overlay_header_dropdown_style: "default" --- # Coaching # Coaching Our first-class executive coaching service is designed to enable individuals and teams to unlock their potential and improve outcomes for themselves and their organisations. [Contact us](#) ## Unlock your potential Are you looking to enhance your skills and reach new heights in your personal or professional life? Our team coaching services enable teams and groups to improve their performance by enhancing collaborative decision making, collective problem solving and developing their ability to support and challenge each other. We also provide individual coaching that is for leaders who want to maintain employee engagement and shift mindsets during a period of change. Explore our coaching programmes and training today. ## Who benefits from coaching? - Those who want to improve their performance and impact through increased collaboration  - Those who want to embed collaborative practice from the start - Remote groups who want to retain and build their connection and collaborative cohesion - Teams who want to improve how they work together in service of their common goal - Those who need to manage immediate challenges and explore solutions to critical questions that help you in your context ![Roffey Park Logo](https://www.roffeypark.com/wp-content/uploads/2023/09/RPI-logo-white-stacked-600x370-1.png) ## As a result of our coaching services managers and leaders have become: ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Results-of-coaching-list.png) ## Coaching – how it works We offer a range of coaching packages tailored to suit an individual’s context. This often included a package of sessions, usually three x 2 hour or six x 1 hour 1-2-1 coaching sessions attended virtually with one of our accredited coaches.  Team coaching relies on the connection between the coach and group. We will discuss with you the team coaching need and scope before providing you with a selection of profiles based on your needs. Our team coaching packages are tailored to the group’s need and normally a team will work with a nominated team coach over 6-12 weeks. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Coaching-graph.png) ### What Our Clients Say ### The Reassurance Network It’s hard to describe what our uniqueness is. I still can ’t do it. We needed a partner who would recognise that. Here’s someone who has taken the time to get to know us. And that was impressive. ### Dimensions (UK) I have always valued the depth of expertise and the quality of ideas and responses Roffey Park brings to the table in response to the challenges we describe and how they tailor that to our business. ### Andrew Needham | Harsco Environmental There are no slides…the style is very experiential, and the facilitators are incredibly agile in their delivery, responding to individual needs and the business context. ### Jamie Hewitt, Director of Finance | INTRAC I have found the sessions invaluable in guiding and helping us with both the short and long term. ### Sussex Health and Care I feel more confident from what I have learned from the course. Career progression doesn’t feel as daunting as previously…I feel I can use what I learned from this course to grow in more than one aspect of my job role. ### Harriet Attwood – Head of Talent Development | Jisc Roffey Park has had positive ripple effects across Jisc in terms of a strong coaching and leadership culture and I’m proud of what the programme has achieved and continues to achieve! ![](https://www.roffeypark.com/wp-content/uploads/2024/04/rpi-testimonial-image.jpg) ### About Roffey Park Institute Roffey Park Institute is a centre of expertise in organisational development and a pioneer of action learning for over 75 years. For the last thirty years, our MSc in People and Organisational Development has been at the forefront of developing the practice and field of OD which enables people and organisations to thrive. Our 2025 OD Conference will take place on 24-25 October at Roffey Park Institute and we’re finalising the details of an exciting programme which includes. - International keynote speakers - Practical workshops - Space and time for learning and networking with practising OD professionals [Find out more](https://www.roffeypark.com/why-roffey-park-institute/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/Download-Now-1.png)](https://www.roffeypark.com/wp-content/uploads/2026/08/Welcome-to-Roffey-Park-Institute.pdf) ### Latest Insights [![](https://www.roffeypark.com/wp-content/uploads/2026/08/Untitled-design-45.png)](https://www.roffeypark.com/articles/three-questions-organisations-keep-asking-us-about-leadership-right-now/) ## [Three Questions Organisations Keep Asking Us About Leadership Right Now](https://www.roffeypark.com/articles/three-questions-organisations-keep-asking-us-about-leadership-right-now/) Every week, our commercial team sits down with HR directors, chief executives and heads of people from organisations across every… [Read more >](https://www.roffeypark.com/articles/three-questions-organisations-keep-asking-us-about-leadership-right-now/) [Research](https://www.roffeypark.com/articles/category/research/) [![](https://www.roffeypark.com/wp-content/uploads/2026/08/Untitled-design-43.png)](https://www.roffeypark.com/articles/beyond-the-buzzword-resilience/) ## [Beyond the Buzzword: Are we building resilience or asking people to tolerate too much?](https://www.roffeypark.com/articles/beyond-the-buzzword-resilience/) In our latest LinkedIn Newsletter, we launched our latest series: Beyond the Buzzword. Starting with resilience. Resilience has become part… [Read more >](https://www.roffeypark.com/articles/beyond-the-buzzword-resilience/) [Change and Resilience](https://www.roffeypark.com/articles/category/change-and-resilience/) [![](https://www.roffeypark.com/wp-content/uploads/2026/07/manager-as-consultant-image2.jpg)](https://www.roffeypark.com/articles/research-paper-manager-as-consultant/) ## [Research Paper – Manager as Consultant](https://www.roffeypark.com/articles/research-paper-manager-as-consultant/) Manager as Consultant is a thought paper exploring how managers can adopt the mindset and practices of skilled consultants to… [Read more >](https://www.roffeypark.com/articles/research-paper-manager-as-consultant/) [Research](https://www.roffeypark.com/articles/category/research/) [All Insights](https://www.roffeypark.com/articles/) ## Contact us FacebookThis field is for validation purposes and should be left unchanged. Name(Required) First Last Company(Required) Job Title(Required) Email(Required) Phone(Required) Please tell us what you are interested in(Required)Please selectGeneralOpen ProgrammesMSc in People and Organisational DevelopmentIn-house ProgrammesTailored ProgrammesConsultancyVenue HireResearch ServicesAcademic Programmes Please provide more details of your enquiry(Required) Privacy(Required) I accept the Roffey Park [Terms and Conditions](https://www.roffeypark.com/terms-conditions/) and [Privacy Policy](https://www.roffeypark.com/privacy-policy/). Marking Opt-Out Please do not send me any marketing Submit Δ --- --- title: "Team Building & Training" url: "https://www.roffeypark.com/team-building-training/" lang: "en-GB" type: "page" description: "Learn moreMore about the venue" last_modified: "2025-11-04T09:40:29+00:00" custom_fields: wpex_disable_title: "on" wpex_overlay_header_dropdown_style: "default" --- # Team Building & Training # Team Building & Training At Roffey Park we know the how important a strong team is to the success of any organisation. As a result, we provide a range of services ranging from facilitated team building development workshops to a variety of half day building activities, perfect for enhancing team cohesion.  [Learn more](https://www.roffeyparkvenue.com/training-rooms/) ## Our space, your choice Whether it is indoor or outdoor, our venue has a range of spaces that can be adapted to suit the activity. Our training rooms are spacious, comfortable and well-equipped with all the necessary tools required to deliver an effective training course. If you choose to, we have 40-acres of well-kept grounds to utilise for team building and training exercises.  “The afternoon team building activity went down really well with the group, despite some of their initial reservations around the possibility of getting wet and muddy if the weather was not in our favour. The team worked well together and learnt some new skills and bonded. I would definitely recommend.” – Southern Housing  ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Team-building.jpg) ## About our venue Our UK Head Office is a purpose-built dedicated training, events and conference venue which is set in 40 acres of rural Sussex Countryside just five minutes from the M23 and 20 minutes from London Gatwick Airport & Crawley, 10 minutes from Horsham. Access to fast trains from London and the rest of Sussex and the South Coast are easy with train stations located in nearby Horsham, Three Bridges and Gatwick Airport. [More about the venue](https://www.roffeyparkvenue.com/the-roffey-experience/) View a virtual tour of our venue [View Tour](https://my.matterport.com/show/?m=nn2noJ3U6PE) ### What Our Clients Say ### The Reassurance Network It’s hard to describe what our uniqueness is. I still can ’t do it. We needed a partner who would recognise that. Here’s someone who has taken the time to get to know us. And that was impressive. ### Dimensions (UK) I have always valued the depth of expertise and the quality of ideas and responses Roffey Park brings to the table in response to the challenges we describe and how they tailor that to our business. ### Andrew Needham | Harsco Environmental There are no slides…the style is very experiential, and the facilitators are incredibly agile in their delivery, responding to individual needs and the business context. ### Jamie Hewitt, Director of Finance | INTRAC I have found the sessions invaluable in guiding and helping us with both the short and long term. ### Sussex Health and Care I feel more confident from what I have learned from the course. Career progression doesn’t feel as daunting as previously…I feel I can use what I learned from this course to grow in more than one aspect of my job role. ### Harriet Attwood – Head of Talent Development | Jisc Roffey Park has had positive ripple effects across Jisc in terms of a strong coaching and leadership culture and I’m proud of what the programme has achieved and continues to achieve! ![](https://www.roffeypark.com/wp-content/uploads/2024/04/rpi-testimonial-image.jpg) ### About Roffey Park Institute Roffey Park Institute is a centre of expertise in organisational development and a pioneer of action learning for over 75 years. For the last thirty years, our MSc in People and Organisational Development has been at the forefront of developing the practice and field of OD which enables people and organisations to thrive. Our 2025 OD Conference will take place on 24-25 October at Roffey Park Institute and we’re finalising the details of an exciting programme which includes. - International keynote speakers - Practical workshops - Space and time for learning and networking with practising OD professionals [Find out more](https://www.roffeypark.com/why-roffey-park-institute/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/Download-Now-1.png)](https://www.roffeypark.com/wp-content/uploads/2026/08/Welcome-to-Roffey-Park-Institute.pdf) ### Still have questions? If you would like further information regarding consultancy and tailored work, or any general queries about our courses and qualifications contact us using the button below. [Contact us](https://www.roffeypark.com/contact-us/) --- --- title: "Office Facilities" url: "https://www.roffeypark.com/office-facilities/" lang: "en-GB" type: "page" description: "Learn moreMore about the venue" last_modified: "2025-11-04T09:41:05+00:00" custom_fields: wpex_disable_title: "on" --- # Office Facilities # Our Office Facilities Whether you simply need a great place to work or the opportunity to facilitate new connections and spark collaboration – there’s place for you at The Hub.  [Learn more](https://www.roffeyparkvenue.com/the-hub-serviced-offices/) ## The Innovation Hub – fully serviced office facilities Fully equipped private office space with modern facilities. We look after everything to ensure you can focus on what you do best – running your business. The Innovation Hub includes 18 serviced offices for 1 to 5 people which are fully furnished and ready to move into with all the essential services sorted. The Hub is designed to be a thriving community for businesses, start-ups and entrepreneurs. Each spacious office comes equipped with office furniture, internet access via superfast safe and stable wi-fi and a fully staffed Reception Service.  ## Find the right office space for you “If you are looking for a modern, professional, friendly and supportive environment with added benefits of the beautiful countryside, leisure facilities and easy access to Gatwick and London, then we would recommend The Hub to any small business looking to make the move to a serviced office environment.” – Stephen Lynch, Director of KPL Knowledge Solutions. “The Hub is very much an environment designed for business. You feel inspired coming here when people are doing leadership, management and organisational training. There is a real buzz about the building.” – Greig Orrell, Regional Director of SigniFlow. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Hub-view-from-below.jpg) ## About our venue Our UK Head Office is a purpose-built dedicated training, events and conference venue which is set in 40 acres of rural Sussex Countryside just five minutes from the M23 and 20 minutes from London Gatwick Airport & Crawley, 10 minutes from Horsham. Access to fast trains from London and the rest of Sussex and the South Coast are easy with train stations located in nearby Horsham, Three Bridges and Gatwick Airport. [More about the venue](https://www.roffeyparkvenue.com/) View a virtual tour of our venue [View Tour](https://my.matterport.com/show/?m=nn2noJ3U6PE) ### What Our Clients Say ### The Reassurance Network It’s hard to describe what our uniqueness is. I still can ’t do it. We needed a partner who would recognise that. Here’s someone who has taken the time to get to know us. And that was impressive. ### Dimensions (UK) I have always valued the depth of expertise and the quality of ideas and responses Roffey Park brings to the table in response to the challenges we describe and how they tailor that to our business. ### Andrew Needham | Harsco Environmental There are no slides…the style is very experiential, and the facilitators are incredibly agile in their delivery, responding to individual needs and the business context. ### Jamie Hewitt, Director of Finance | INTRAC I have found the sessions invaluable in guiding and helping us with both the short and long term. ### Sussex Health and Care I feel more confident from what I have learned from the course. Career progression doesn’t feel as daunting as previously…I feel I can use what I learned from this course to grow in more than one aspect of my job role. ### Harriet Attwood – Head of Talent Development | Jisc Roffey Park has had positive ripple effects across Jisc in terms of a strong coaching and leadership culture and I’m proud of what the programme has achieved and continues to achieve! ![](https://www.roffeypark.com/wp-content/uploads/2024/04/rpi-testimonial-image.jpg) ### About Roffey Park Institute Roffey Park Institute is a centre of expertise in organisational development and a pioneer of action learning for over 75 years. For the last thirty years, our MSc in People and Organisational Development has been at the forefront of developing the practice and field of OD which enables people and organisations to thrive. Our 2025 OD Conference will take place on 24-25 October at Roffey Park Institute and we’re finalising the details of an exciting programme which includes. - International keynote speakers - Practical workshops - Space and time for learning and networking with practising OD professionals [Find out more](https://www.roffeypark.com/why-roffey-park-institute/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/Download-Now-1.png)](https://www.roffeypark.com/wp-content/uploads/2026/08/Welcome-to-Roffey-Park-Institute.pdf) ### Still have questions? If you would like further information regarding consultancy and tailored work, or any general queries about our courses and qualifications contact us using the button below. [Contact us](https://www.roffeypark.com/contact-us/) --- --- title: "Group and Team Coaching Services" url: "https://www.roffeypark.com/group-and-team-coaching-services/" lang: "en-GB" type: "page" description: "Group and Team Coaching Services Our team coaching services enable teams and groups to improve their performance by enhancing collaborative decision making, collective problem solving and developing their ability to support and challenge each other. Our group and team coaching" last_modified: "2024-04-24T13:34:20+00:00" --- # Group and Team Coaching Services # Group and Team Coaching Services Our team coaching services enable teams and groups to improve their performance by enhancing collaborative decision making, collective problem solving and developing their ability to support and challenge each other. Our group and team coaching service focuses on the connections between people and is not just group facilitation, action learning or team building. It is a powerful development tool to enable teams to work together and get things done ## How it can help you? - Management teams or Boards who want to improve their performance and impact through increased collaboration - New management or Board groups because of restructuring, mergers or acquisitions who want to embed collaborative practice from the start. - Remote groups who want to retain and build their connection and collaborative cohesion - Teams who want to improve how they work together in service of their common goal. Our approach to group coaching focuses on the individuals and their relationships as well as how it performs both within its organisation and with external stakeholders. From working with organisations and teams we also recognise that high performance teams have common attributes and that a team who embed coaching as part of their work have a higher success rate than those who do not. Group coaching allows individuals to make sense of and create their own team narrative as they learn from personal reflection and with each other. Where coaching is embraced by teams, they learn to hold each other accountable and can become self-managed. As a result, they can embrace change and ambiguity and succeed in modern organisational life. ## Our Group and Team Approach ![](https://www.roffeypark.com/wp-content/uploads/2024/04/team-coaching-2.png) Our first-class group dynamics approach underpins our team coaching process. Using our four stage model, we bring teams together to talk, share and listen so they begin to understand how what they do impacts on the team. Space is created for teams to discuss, reflect and agree the change they need to make. This creates a positive team culture which shifts behaviours from being individual-centred to a team centred. ## Group and Team Coaching – how it works Team coaching relies on the connection between the coach and group. We will discuss with you the team coaching need and scope before providing you with a selection of profiles based on your needs. Our team coaching packages are tailored to the group’s need and normally a team will work with a nominated team coach over 6-12 weeks: ## ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Team-Coaching-Diagram.png)Our Coaches We have a network of accredited coaches located all over the world. They are experienced at working with managers and leaders at all levels and have worked within a broad range of sectors. Our international coaching team work across multiple timezones and cultures. They are independently accredited with a range of coaching bodies and are members of Roffey Park’s Coaching practice which means they meet our organisational standards of quality assurance and service delivery. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Coaching-Map-700x357-1.png) --- --- title: "Dedicated Learning Space" url: "https://www.roffeypark.com/dedicated-learning-space/" lang: "en-GB" type: "page" description: "Learn moreMore about the venue" last_modified: "2025-11-04T09:41:45+00:00" custom_fields: wpex_disable_title: "on" --- # Dedicated Learning Space # Dedicated Learning Space We offer a range of services to help you develop effective teams, ranging from dedicated learning spaces to meeting rooms and areas that inspire personal and professional development. [Learn more](https://www.roffeyparkvenue.com/training-rooms-2/) ## Reconnect, revitalise and reinvest with Roffey Park Roffey Park is an international leadership and organisational institute which delivers high impact training and development programmes. As a result, we understand what it means to have the right space to cater for your learning experience.  No matter the circumstances of your team, we have a solution to ensure forward progress does not come to a standstill. Roffey Park can support face-to-face meetings, hybrid meetings and remote conferencing comfortably.  ## The right space to learn matters We understand the rapidly evolving world of technology more than most. As a result, we have supercharged our onsite technology, allowing teams to meet flexibly and accessibly. We also ensure that each training room is fully equipped with the latest AV/IT equipment. Our beautifully maintained grounds set in the picturesque countryside of West Sussex allows for you to seek the mindfulness you might require during breaks from your training. We understand that the right environment for you to learn in can help motivate and inspire.  ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Header-room.jpg) ## About our venue Our UK Head Office is a purpose-built dedicated training, events and conference venue which is set in 40 acres of rural Sussex Countryside just five minutes from the M23 and 20 minutes from London Gatwick Airport & Crawley, 10 minutes from Horsham. Access to fast trains from London and the rest of Sussex and the South Coast are easy with train stations located in nearby Horsham, Three Bridges and Gatwick Airport. [More about the venue](https://www.roffeyparkvenue.com/) View a virtual tour of our venue [View Tour](https://my.matterport.com/show/?m=nn2noJ3U6PE) ### What Our Clients Say ### The Reassurance Network It’s hard to describe what our uniqueness is. I still can ’t do it. We needed a partner who would recognise that. Here’s someone who has taken the time to get to know us. And that was impressive. ### Dimensions (UK) I have always valued the depth of expertise and the quality of ideas and responses Roffey Park brings to the table in response to the challenges we describe and how they tailor that to our business. ### Andrew Needham | Harsco Environmental There are no slides…the style is very experiential, and the facilitators are incredibly agile in their delivery, responding to individual needs and the business context. ### Jamie Hewitt, Director of Finance | INTRAC I have found the sessions invaluable in guiding and helping us with both the short and long term. ### Sussex Health and Care I feel more confident from what I have learned from the course. Career progression doesn’t feel as daunting as previously…I feel I can use what I learned from this course to grow in more than one aspect of my job role. ### Harriet Attwood – Head of Talent Development | Jisc Roffey Park has had positive ripple effects across Jisc in terms of a strong coaching and leadership culture and I’m proud of what the programme has achieved and continues to achieve! ![](https://www.roffeypark.com/wp-content/uploads/2024/04/rpi-testimonial-image.jpg) ### About Roffey Park Institute Roffey Park Institute is a centre of expertise in organisational development and a pioneer of action learning for over 75 years. For the last thirty years, our MSc in People and Organisational Development has been at the forefront of developing the practice and field of OD which enables people and organisations to thrive. Our 2025 OD Conference will take place on 24-25 October at Roffey Park Institute and we’re finalising the details of an exciting programme which includes. - International keynote speakers - Practical workshops - Space and time for learning and networking with practising OD professionals [Find out more](https://www.roffeypark.com/why-roffey-park-institute/) [![](https://www.roffeypark.com/wp-content/uploads/2024/04/Download-Now-1.png)](https://www.roffeypark.com/wp-content/uploads/2026/08/Welcome-to-Roffey-Park-Institute.pdf) ### Still have questions? If you would like further information regarding consultancy and tailored work, or any general queries about our courses and qualifications contact us using the button below. [Contact us](https://www.roffeypark.com/contact-us/) --- --- title: "Executive Coaching Services for Managers" url: "https://www.roffeypark.com/executive-coaching-services-for-managers/" lang: "en-GB" type: "page" last_modified: "2024-05-03T19:25:56+00:00" --- # Executive Coaching Services for Managers # Executive Coaching Services for Managers ## Unlock your potential, right here, right now. ## What is Executive Coaching? Our first class executive coaching service is designed to enable individuals and teams to unlock their potential and improve outcomes for themselves and their organisations. We deliver our coaching face-to-face, online or by telephone. Coaching is an active solution right now, right here. Coaching will support you to manage immediate challenges and explore solutions to critical questions. A coach is an external adviser able to tailor a series of questions to the needs of an individual or team. Our coaches will not provide you with answers, they will work with you to build on what you already know then help distinguish between what is working, what is blocking progress, and what you need to be working towards. The task of the coach is to guide you objectively and confidentially towards your own answers. ## How executive coaching can help you Coaching is an active solution to support you to manage immediate challenges and explore solutions to critical questions. We provide individual executive coaching to leaders and managers across all levels of the organisation to: - Support managers and leaders to transition into a new role within the organisation by developing their capabilities to deal with the additional responsibilities - Develop leadership capabilities for high potentials to enable them to achieve their career potential - Support managers to achieve their full potential and be more effective in their role - Develop increased self-awareness and confidence - Provide remedial support ### As a result of our coaching services managers and leaders have become:![](https://www.roffeypark.com/wp-content/uploads/2024/04/Results-of-coaching-list.png) As a result of our Executive Coaching services, individuals have become more effective, more produtive, better decision-makers, more adept at developing strategic plans and ready for promotion or greater responsibility Our Executive Coaching is delivered online, by telephone or face-to-face either as part of a individual personal development plan or as part of a tailored development programme ## Our Executive Coaching Approach Coaching centres around the relationship between the coach and coachee so we will discuss with you the type of coaching required and the scope before providing you with a selection of profiles based on your needs. We will offer you a free chemistry session so you are confident in the coach that you will be working alongside. Our Executive Coaching is underpinned by Roffey Park’s guiding principles for coaching. Our coaching packages are tailored to the individual, but a typical coaching programme will be as follows: ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Guiding-principles.png) ## Our Coaches We have a network of accredited coaches located all over the world. They are experienced at working with managers and leaders at all levels and have worked within a broad range of sectors. Our international coaching team work across multiple timezones and cultures. They are independently accredited with a range of coaching bodies and are members of Roffey Park’s Coaching practice which means they meet our organisational standards of quality assurance and service delivery. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Coaching-Map-1.png) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Claire-Barraclough.jpg) ### Claire Barraclough Coach [View Bio >](#3937) ### Claire Barraclough I qualified as a coach over 10 years ago and have enjoyed coaching people from a diverse range of organisations. I’m particularly interested in using coaching to help people embed learning into their professional practice – whether they are a leader, manager or someone who is on a development journey. My belief is that it is important to take reflective time to experiment with new strategies or behavioural techniques and to have a supportive and confidential sounding board, who can champion your efforts. I am interested in how critically reflective thinking enhances organisations to become great places to work, as well as helping individuals explore possibilities for themselves. My special interest at the moment is working with women during menopause transition, which is the focus of my current PhD research at University of Sussex Business School and Roffey Park Institute. COACHING STYLE I am the coach who is your Friendly Challenging Champion! By that I mean I am always cheering you on and am ‘on your side’. I am friendly and personable (we are likely to do a lot of laughing!) I will challenge you though, and ask you questions that will most definitely have you scratching your head at first. A firm believer in self-direction and personal accountability, you will be in the driver’s seat in terms of what is most important for you to pay attention to for each session. And in the virtual world of today, I may encourage you to take ‘virtual’ walks with me into your local area for the sessions; nature always gives us the best surprises for learning. QUALIFICATIONS - ILM Exec Business Coaching and Mentoring Level 5 - MSc in People and Organisational Development - BA (Hons) in Philosophy FAVOURITE BOOK Women who Run with the Wolves, Clarissa Pinkola Estes. A must for anyone interested in understanding and developing themselves and the world around them, not just women. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Claire-Barraclough.jpg) [View Bio >](#3937) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Lynda-Brooks.jpg) ### Lynda Brooks Coach [View Bio >](#3963) ### Lynda Brooks Lynda a qualified executive coach and leadership consultant with a strong record in developing people and organisations. She is a skilled communicator who has facilitated team-building days and Action Research Sets as well as designed leadership portfolios to maximise both individual and organisational performance. Working with boards, teams, and individuals she enjoys helping equip them to have the important conversations that deliver stronger dynamic functioning. She has also worked with top teams in conflict, using psychometrics and coaching to positive effect. COACHING STYLE Lynda coaches in the context of the whole person, “We all bring parts of our selves ‘outside work’ that significantly impact how we respond to challenges within work. So, reflecting on our wider selves and how that can bring about the change is a powerful journey”. She particularly enjoys working with clients who are seeking to embrace change and improve performance, who are open to challenge and want to build resilience. She believes each client has all the potential to unlock resourceful solutions to the challenges they face, and partnering clients on that journey feels a real privilege. Her work with individuals generally focuses on improving performance, by examining assumptions, working with preferences and identifying the goals that will resolve difficulties and stretch improved personal impact. QUALIFICATIONS - MSc Oxford - ILM Diploma in Leadership Mentoring and Executive Coaching Level 7 - RGN/RDN/RHV (West London Institute / Brunel University) - Psychometric tools: Myers Briggs Step I & II; Firo B; Dimensions FAVOURITE BOOK One of my all-time favourites to read and relax with is A Gentleman in Moscow by Amor Towles, a book that really sparks joy. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Lynda-Brooks.jpg) [View Bio >](#3963) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Andrew-Constable.jpg) ### Andrew Constable Coach [View Bio >](#3965) ### Andrew Constable Andrew brings over 30 years’ experience of providing individual and team coaching services, and typically works with leaders at senior levels, including Executive Teams and Boards, across a range of sectors. He is interested in the complexities and uncertainties of working at a strategic level and enjoys building long-term relationships with clients. Particular areas of expertise are leadership and strategy, organisational development, leading and working in networks, culture change, workshop facilitation, managing people, personal development, coaching and mentoring. Andrew acts as Executive Coach to a number of individuals in different organisations. COACHING STYLE Andrew’s style of coaching is to offer both support and challenge (acting as a ‘critical friend’), to support the coachee’s personal and professional development. Starting by clarifying and agreeing current challenges and the desired outcomes, he will typically then work with the coachee/team to identify and agree specific development goals and strengths, and how progress will be measured. He will agree with the coachee/team the actions to be taken between sessions, and review progress regularly. Andrew adapts his coaching style and approach according to the needs of the individuals and teams with whom he is working. He brings a practical and pragmatic approach to his work, which is informed by a range of theoretical approaches. He prefers to focus on the real challenges and issues his clients may be wrestling with as the subject matter of coaching conversations and discussions. Andrew often acts as a sounding-board for testing out ideas and possible approaches to dealing with problems that arise during the period of coaching. QUALIFICATIONS CIPD qualified, Andrew is licensed to administer and interpret a range of psychometric and 360 degree feedback instruments. These include MBTI, Dimensions, Drives, OPQ, FIRO-B, TKI, Benchmarks, Skillscope, the NHS Healthcare Leadership Model 360 and EBW (Emotions and Behaviours at Work). He has also designed and delivered coaching training in a wide range of organisations over 30 years. FAVOURITE BOOK La Peste (The Plague) by Albert Camus. A brilliant exploration of the variety of human behaviour in the face of adversity, including the importance and value of relationships. Ethical choices feature prominently, as do humanistic values and beliefs. A powerful, thought-provoking and ultimately life-affirming novel. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Andrew-Constable.jpg) [View Bio >](#3965) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Martin-Costello.jpg) ### Martin Costello Coach [View Bio >](#3967) ### Martin Costello Martin believes that his clients have all the resources to realise their personal and business potential and that he is simply the enabler for them to expand their vision, see new opportunities and gain the courage to activate their passion. His coaching experience has developed through a lifetime career in the consumer food and nutrition sectors. He has the experience to understand the challenges that face executives and senior managers, bringing the perspective of his early career as a scientist and chemical engineer, combined with fifteen years in innovation, sales and marketing and ten years as Head of Group HR for a major multinational. His passion for coaching has led to working across a wide variety of industries. Martin is interested in elevating the conversation above the apparent immediate client concerns. Very often, the coachee discovers that understanding their real purpose is the key to unlock their journey to their ‘true north’. COACHING STYLE Martin believes in resonance with clients rather than reassurance, and quickly builds a good working partnership, ensuring that the coachee is bringing solutions based on their own undoubted resources. His preferred style is to shift the coachee’s thinking state away from our usual ‘internal mind dialogue’ and towards a free-thinking creative approach, opening their mind to using all their intelligence centres, right brain, heart and gut. Most importantly, quickly moving to outcomes and motivating the client to act with compassion and courage. QUALIFICATIONS - B.Sc., National University of Ireland, Galway (NUIG) - Chemical Engineering, National University of Ireland, Dublin (UCD). - Diploma Executive Coaching, National University of Ireland, Cork (UCC) and Irish Management Institute. - Certified NLP Coaching Practitioner. - Accredited Practitioner Coach with EMCC, the European Mentoring & Coaching Council. - ECR psychometric accredited. - Recently completed ‘Activated Purpose-Led Leadership Programme’. (Sarah Rozenthuler & Michael Cahill) FAVOURITE BOOK Coaching: there are many, but I love ‘mBraining – Using your Multiple Brains to do Cool Stuff’, by Grant Soosalu and Marvin Oka. Recent leisure reads: I loved Barrack Obama’s ‘A Promised Land’ and Isabel Allende’s ‘A long Petal of the Sea’. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Martin-Costello.jpg) [View Bio >](#3967) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Cindy-Cox.jpg) ### Cindy Cox Coach [View Bio >](#3969) ### Cindy Cox Cindy is a passionate believer that important work doesn’t have to be ‘hard’, and brings a playful, curious quality to her interactions. She has 20 years’ experience co-designing and facilitating development programmes and is an experienced researcher and Organisation Development consultant, as well as a coach. She brings a rigorous and responsive approach underpinned by a keen critical perspective, openness and mission clarity. With a background in the creative and cultural sector, she has a commitment to celebrating diversity, and leveraging difference. She actively seeks to work with a range of learning preferences and multiple intelligences to foster innovation and has considerable experience of self-managed and experiential learning and body-based practices (yoga, embodiment). Previously director of a non-profit development agency and consultancy promoting creativity as a catalyst for change, Cindy has worked for many years partnering educational institutions (from early years to Higher Education), voluntary organisations and public sector bodies to support workforce development, stakeholder engagement and partnership working to improve outcomes. She has partnered with companies in retail, insurance, construction and utilities industries to undertake innovative talent development programmes whilst paying attention to ethical issues and meaningfully connecting with their communities. COACHING STYLE Cindy is at her best getting alongside others to enable growth and collaboration through focussed inquiry, deep listening, and sensitive challenge. She’s a Relational Coach and her approach is founded on curiosity and joint exploration. QUALIFICATIONS Cindy is an accredited Action Learning facilitator, Relational Dynamics coach and Human Systems Dynamics professional, and has supported leaders and managers, HR/OD specialists and senior teams across private and nonprofit sectors. She’s worked across local government and statutory services such as health and education, to help leaders gain perspective and seize potential in challenging uncertain environments. In addition, Cindy holds a certificate in Gestalt groupwork and gained an MSc in People and Organisation Development from Roffey Park/University of Sussex in 2016. She joined the faculty in 2015, becoming Senior Consultant at Roffey Park, where she was Course Director for the Masters and Programme Director for the Organisation Development Practitioner Programme between 2015 and 2020, as well as faculty for Practical Coaching Skills. She now works independently as a coach, facilitator and co-creator of learning and development experiences FAVOURITE/RECOMMENDED BOOKS - Out of our Minds: Learning to be Creative by Ken Robinson makes the case for welcoming and nurturing the whole creative self in learning processes and was the inspiration for much of my previous work supporting creativity and cross-sector partnerships with the education system. - The Body Keeps the Score: Mind, Brain and Body by Bessel Van Der Kolk again takes a holistic approach but with a focus on trauma and how wellness relies on tuning into rather than escaping our bodies in order to heal. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Cindy-Cox.jpg) [View Bio >](#3969) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Mary-Cross.jpg) ### Mary Cross Coach [View Bio >](#3972) ### Mary Cross Mary is an experienced and accredited business and executive coach and coach supervisor, with a breadth of experience across the public, private and third sectors. She works as an executive coach with Chief Executives, Directors, senior and middle managers. Her track record extends across culturally diverse groups, working with people from across Africa, the Far East, South America and Europe. Mary is a coach trainer, most recently training clinicians in Health Coaching and delivering master classes to NHS internal coaches. More broadly the sectors she works in include NHS England and NHS Scotland, the Civil Service, Local Authorities, Housing, Transport, Engineering, Construction, Universities and Charities. COACHING STYLE ‘WHO you are is HOW you coach’ is the defining mantra of one of the organisations Mary trained with on her development journey as a coach. This fits well with WHO she is and the values she holds; integrity, authenticity and passion for development. Clients have described Mary’s style as engaging, optimistic and motivating. HOW she works with individuals and teams is to enable them to develop their potential. She believes people have the resources to come to their own solutions given the right questions, feedback, support and challenge. Her philosophy is to raise self-awareness and personal responsibility, whilst remaining results oriented and pragmatic. WHAT her clients can expect from her is attention, awareness, and presence, and the opportunity to explore options using a range of techniques. Together they create a tailored experience that gives space to reflect, practice and plan action. Her aim is to sustain development by helping clients to ‘self-coach’. They are encouraged to think about how coaching can be built into their own practice as a leader and manager. QUALIFICATIONS - Chartered Member of the Chartered Institute of Personnel and Development - Professional Accredited Coach – Association for Coaching - Diploma in Coaching Supervision (accredited Coach Supervisor) - Post Graduate Diploma in Counselling (University of Surrey) - Post Graduate Diploma in Coaching (Kingston University) - EMCC-accredited Health Coaching training (EQA) with Health Coaching Academy - Member of EMCC - Master Practioner in NLP FAVOURITE BOOK Presence – exploring profound change in people, organizations and society by Senge and Scharmer ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Mary-Cross.jpg) [View Bio >](#3972) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Maura-Dolan.jpg) ### Maura Dolan Coach [View Bio >](#3974) ### Maura Dolan Maura has 16 years’ experience working as a trainer of executive coaches and as a leadership development coach from high potential to C-suite level. Maura works with a range of clients in America, mainland Europe, Ireland and the UK from a myriad of industry sectors and organisation structures and sizes, including global multinationals. In addition to her one-to-one coaching and executive coach training background Maura also facilitates, designs and delivers training in communications, emotional intelligence and change management. A subject matter expert in training executive coaches, she delivers accredited coach training programmes to Advanced Diploma level. With over 7,000 documented hours in coaching, training, mentoring and facilitation Maura is an Accredited Fellow Coach (AFC) with the IAPC&M (International Association for Professional Coaches and Mentors) and an accredited Senior Practitioner of coaching with the EMCC. COACHING STYLE Maura is a business psychologist, a dynamic leadership coach and trusted confidant. Maura’s approach is to use an integrated range of techniques that lead to behavioural change. Working with her clients she explores conscious and unconscious thoughts, beliefs, cognitive bias and assumptions that impact on performance and well-being in her coachees’ personal and professional lives. To achieve lasting change, she combines a range of models and interventions including positive intelligence (PQ), emotional intelligence and neuropsychology. Clients describe how Maura’s style supports them to ‘think strategically and critically reflect on myself.’ ‘She has high levels of emotional intelligence, is an excellent listener with high integrity – important as we talk about many confidential topics.’ Particularly important to Maura is building non-judgmental and honest relationships, and adding value through motivating, empowering and inspiring others. She believes in bringing humour, challenge and rigour to her work. QUALIFICATIONS - Certification as a Positive Intelligence (PQ) and Mental Fitness Coach (CPQC). Maura was invited to participate in a pilot programme for certification by the Positive Intelligence Organisation (positiveintelligence.com) and is the first of 14 coaches in the world and the first coach in Ireland to achieve this certification. - Higher Diploma in Psychology (Hons) Level 8, 2016 to 2018 (3000 hours) - Post Graduate Diploma in Executive Coaching Level 9, 2008 to 2009, (300 Hours) completed with the IMI. - Certificate in Training & Continuing Education, NUI Maynooth, 2007 (100 hours) - Business Practitioner NLP, Irish Institute of NLP, 2006, (100 hours) - Counselling Skills, NUI Maynooth, 1997, 6 months part-time - Maura is qualified in the use of a wide range of psychometric tools MEMBERSHIPS & ACCREDITATIONS - Accredited Fellow of Coaching IAPC&M (International Authority for Professional Coaching & Mentoring - Accredited Senior Practitioner EMCC (European Mentoring & Coaching Council) - Member of AC (Association for Coaching) - Member of PSI (Psychology Society of Ireland) - Member of BPS (British Psychological Society) - Member of Institute of Directors in Ireland FAVOURITE BOOK Maura is currently writing a coaching book ‘The Collaborative Nature of Coaching: Fundamental skills for Managers, Leaders, Life & Executive Coaches’. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Maura-Dolan.jpg) [View Bio >](#3974) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Susan-Duggan.jpg) ### Susan Duggan Coach [View Bio >](#3976) ### Susan Duggan An executive coach with over 20 years of experience in leadership development and high-performance coaching, Susan has worked with executives and managers from many organisations in the capacity of executive coach, consultant, and trusted advisor. She holds a Master’s degree in Cognitive Psychology from the University of Manchester and a Barrister-at-Law Degree from The Honourable Society of Kings Inns in Dublin, and having worked extensively in professional services, has developed an understanding of the unique challenges involved. She completed her professional coaching certification with The School of Coaching and University of Strathclyde, Glasgow. Susan has worked side by side with managers and leaders in a broad range of roles, as they confront tough challenges. Her role is as an independent sounding board helping individuals and teams achieve clarity about issues and opportunities that impact their effectiveness in leading organisations. She has also designed and delivered leadership and management development workshops and change management programmes across industries from high tech to not-for-profit, food, financial and manufacturing in large corporates and SMEs, working in Ireland and in the UK, USA, Australia, Russia, France, and the Middle East. Susan holds an Advanced Diploma in Stress Management Counselling and was a Founder/Director of the Stress Management Institute of Ireland. She is certified in the use of many psychometric instruments and is an MBTI Facilitator, supporting numerous recruitment campaigns with assessments and profiling interviews. Susan is a member of the British Psychological Society. COACHING STYLE Susan partners with those she is coaching to uncover drives and emotions that support or hinder their success and provides challenge where required. It is important to her that those she works with feel understood, and that a strong trusting coach–client relationship develops. A focus of her style is to help clients develop actionable short, medium and long-term goals and a roadmap to achieving success. QUALIFICATIONS - Certificate in Executive Coaching, University of Strathclyde - Level A and B (British Psychological Society) - Psychometrics – MBTI, TalentQ, EQi360, Forte - Barrister at Law Degree, Honorable Society of Kings Inns - Advanced Certificate in Stress Management Stress Management Institute - MSc Cognitive Psychology, University of Manchester - BA Degree Psychology & Sociology (Double Honours) University College Cork FAVOURITE BOOKS Turn the Ship Around!: A True Story of Turning Followers into Leaders by L. David Marquet The Advantage by Patrick Lencioni Presence by Peter Senge ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Susan-Duggan.jpg) [View Bio >](#3976) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Arlene-Egan-2.jpg) ### Arlene Egan Coach [View Bio >](#3979) ### Arlene Egan Arlene is one of our Senior Managers with responsibility for overseeing the design and delivery of new products and solutions. With over twenty years’ experience as a coach and facilitator in both the public and private sector Arlene also coaches with leaders and managers at all levels including C-suite. She has also worked with entrepreneurs, high performance athletes and those transiting out of the workplace. Coaching is highly valued by Arlene and she has a particular passion for working with women in business. Arlene is a certified practitioner in Strengthscope and Dimensions which she can use to provide additional insights for the coachee. COACHING STYLE Arlene is passionate about learning, development, leadership, and transformation. Her coaching approach is underpinned by her unique perspective on the link between thinking and performance which she has refined based on her work in psychology. Arlene believes in the importance of supporting people on their coaching journey and understands the implications of internal blocks to progress and how to help people to think and action around them. She also understands that while the process of change experienced on a coaching journey can be liberating, it can also be challenging and Arlene can flex her style and pace to provide the best type of coaching support required. Arlene is skilled at using different types of questions to promote thinking in others and help realise options. QUALIFICATIONS - BA Psychology, University College Dublin - MLitt Psychology (Sports) University College Dublin - PhD Psychology (Cognitive) University College Dublin - Diploma in Project Management, Independent Colleges, Ireland - New Frontiers Programme for Entrepreneurs, Ireland - Diploma in Coaching, Life and Executive Coaching Institute FAVOURITE BOOK Start with the Why: How Great Leaders Inspire Everyone to Take Action by Simon Sinek. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Arlene-Egan-2.jpg) [View Bio >](#3979) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Fiona-Flynn.jpg) ### Fiona Flynn Coach [View Bio >](#3981) ### Fiona Flynn Fiona is an expert in maximising talent in the workplace. She founded Montauk with two key aims: to get the best from people and create the best environment for them to flourish and deliver exceptional results. Fiona collaborates with individuals, teams and management and works with organisations whose rapid growth means they struggle with the challenges of increased & evolving staff expectations. Fiona is a passionate and active supporter of Women in Business and developing female talent within organisations. She is President of the Dublin chapter of PWN (Professional Women’s Network), a global non-profit promoting gender-balanced leadership. Fiona’s demonstrable record in building and developing teams to deliver results and growth in market share in a highly competitive fast-paced environment includes over 20 years’ experience in sales and marketing. In her spare time, Fiona gets the best from people by creating flourishing environments as a scout leader and mentor for her local LGFA (Ladies Gaelic Football Association) team. COACHING STYLE Fiona passionately believes that creating the right environment is paramount for a team to flourish. Her coaching style reflects her ability to connect with people at an emotional level, enabling them to develop their awareness and understanding of their behaviours, together with the emotions and beliefs that drive them. Fiona is an accredited emotional intelligence coach and incorporates approaches from leadership climate, transactional analysis, strengthsbased leadership, neuroscience and behaviours, NLP and other development tools into her work. QUALIFICATIONS - BSc Management (TCD) - Coaching with Emotional Intelligence (JCA Global, EMCC) - Clarity 4D personality profiling - JCA Globa/PSIonline – EIP, Team EIP, Leadership climate Indicator - NLP Practitioner RECOMMENDED BOOK The Choice and The Gift by Dr Edith Eger – a powerful insight into how a holocaust survivor inspired others through her own life experiences. A wonderful story of humanity. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Fiona-Flynn.jpg) [View Bio >](#3981) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Adrian-Lock.jpg) ### Adrian Lock Coach [View Bio >](#3983) ### Adrian Lock Over nearly 30 years, Adrian has coached hundreds of leaders and worked with over 30 top teams to develop their effectiveness, focus their strategies and build their resilience. He brings a combination of calm, compassion and challenge to his work. His clients have described his facilitation skills as world-class. He has worked with clients in the UK, Europe and South-east Asia across the private, public and not-for-profit sectors and is a former Director of Roffey Park’s Strategic Leadership Programme. In 2020, he founded the Deeper Leaders Collective with a mission to develop leadership in organisations and communities for a kinder, fairer and more sustainable world. Whether he is working at an individual, top team or at organisational level, he loves to ask the questions leaders frequently neglect when caught up in the ‘tyranny of the urgent’ – questions that, when explored, can unlock the secrets to sustainable success. COACHING STYLE Adrian is a qualified executive coach of senior leaders, mainly at Chief Executive and Executive Director level. His coaching clients describe his approach as calming, centring and compassionate. They value his ability to take them to a deeper level to build both confidence and resilience. His default style is learner-centred, but his clients also value his ability to bring in a model or concept at just the right time, to help make sense of their experience and to plot a way forward. He approaches his clients’ issues and challenges in a holistic way, helping them achieve balanced success over their whole lives and not just at work. QUALIFICATIONS - BSc (Hons) Biology-Ecology, University of Durham - Diplomas in Performance Coaching, Training Management and Workplace Mediation - Foundation Certificate in Co-active coaching, CTI - NLP Practitioner - Certificates in Counselling Theory and Practice - Use of psychometric instruments: MBTI, Firo-B, HPI and Hogan Development Score (HDS) - Chartered Member of the Chartered Institute of Personnel & Development FAVOURITE BOOKS Too many to choose from! Complex Adaptive Leadership – Nick Obolensky; Who do we choose to be – Meg Wheatley; Falling Upwards – Richard Rohr and Naked Spirituality – Brian Mclaren are near the top of my list… ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Adrian-Lock.jpg) [View Bio >](#3983) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Joe-Mac-Aree.jpg) ### Joe MacAree Coach [View Bio >](#3985) ### Joe MacAree Joe has over 30 years HR experience specialising in Leadership Development, Coaching, Mentoring, Assessment, Selection and Talent Management. This experience was initially gained with a range of senior management teams within a large financial service group, Bank of Ireland, primarily in Ireland, the UK and the US. Joe has designed and implemented bespoke inhouse leadership programmes for clients. These were to help organisations identify and develop their business leaders of the future. This included global firms such as GSK, Sara Lee, Addleshaw Goddard, Eversheds, Petronas, Perfetti Van Melle and Microsoft. Joe is an accredited Executive Coach with the Association of Coaching. COACHING STYLE Joe’s coaching style is solutions focused utilising strong coaching practices of engaging with coachees, listening to their situation and challenges, and helping individuals and teams to navigate these issues to develop actions they feel will bring their business forward. As a business psychologist he has strong interests in areas such as emotional intelligence, neuroscience, change management and the use of personality tools to provide deeper insights into the coaching process for clients. He combines his interest in coaching with his background in psychology and business to support clients in identifying and developing talent in their organisations through assessments and bespoke leadership development programmes and training. QUALIFICATIONS - BA (Hons) Psychology – University College Dublin - MA Clinical Psychology – University College Dublin - Higher Diploma in Statistics – Trinity College Dublin - Diploma in Personnel Management – National College of Ireland - Certificate in Banking – Institute of Bankers in Ireland - PhD Psychology – Trinity College Dublin PROFESSIONAL MEMBERSHIPS - Reg Psychol P.s.S.I. – registered psychologist of the Psychological Society of Ireland - FAC Assoc for Coaching – Founding Member of the Association for Coaching (Irl & UK) FAVOURITE BOOK The Physics of the Impossible by Michio Kaku. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Joe-Mac-Aree.jpg) [View Bio >](#3985) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Rebecca-McPherson.jpg) ### Rebecca McPherson Coach [View Bio >](#3987) ### Rebecca McPherson Rebecca is a passionate and knowledgeable coach and facilitator with over 25 years industry experience in both the private and public sector. An Australian, originally from Sydney, she has been based in Singapore for over 20 years. Rebecca has had the privilege of engaging with people at all levels of organisations in a variety of different cultures. She has worked in positions as varied as retail through to telecommunications and IT, and having started up her own business, appreciates what it is like to work in a dynamic marketplace. Rebecca loves helping others to develop outstanding communication skills, leadership competencies, improve their stakeholder relationships andembed lasting behavioural change both professionally and personally. COACHING STYLE Rebecca’s approach to coaching is to be supportive, encouraging and enthusiastic. She recognises that coaching is not a ‘one size fits all’ model and believes that the foundation of the coaching relationship is based on trust. With this as the core, she creates a safe, reflective environment and process of supported self-awareness and self development. She also challenges clients and promotes their resourcefulness, ultimately providing insight and practical steps for real and permanent change. QUALIFICATIONS - ACTA – Advanced Certificate in Training and Assessment - Conversations that Inspire – Coaching Learning, Leadership & Change – Case Western Reserve University - Inspiring Leadership through Emotional Intelligence – Case Western Reserve University - NBOGroup Coaching Certification - NBOGroup 360 Feedback Certification - Thomas International – Thomas Emotional Intelligence Accreditation - Thomas International – DISC Accreditation - Bachelor of Commerce (Major in Marketing) – University of Western Sydney FAVOURITE BOOK Where do you start? A favourite of mine is Outliers by Malcolm Gladwell. It’s a thought provoking read, woven with compelling stories and examples and provides a platform for looking at success and behaviour through a different lens. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Rebecca-McPherson.jpg) [View Bio >](#3987) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Catherine-Shepherd.jpg) ### Catherine Shepherd Coach [View Bio >](#3989) ### Catherine Shepherd Catherine is a qualified executive coach and leadership development consultant, with over 20 years’ experience in helping people with work and career challenges – particularly those related to leading teams, change, promotion, and desire to make a difference. Catherine has worked with clients from the UK, Europe, Asia, and Australia (where she lived and worked for 3 years), including PwC, Allens LLP, Eversheds Sutherland LLP, the Civil Service, Cancer Research UK, and The Francis Crick Institute. She is a pro-bono coach for WaterAid, and since the first lockdown she has also volunteered as a Project 5 coach, providing free wellbeing support to NHS staff. COACHING STYLE Clients find Catherine empathetic and supportive, providing them with confidential space and time to reflect upon their experience, questions that help shift their perspective, and observations about habits that may be blocking their progress. She focuses on practical steps that will make a difference to skills, behaviours, and deeper assumptions about self and others. Catherine is a ‘person-centred’ coach who agrees clear goals for coaching with the client, whilst recognising priorities shift over time. She uses techniques from a variety of coaching methods, depending on what will be most helpful for the client in the moment, with a particular interest in positive psychology. She enjoys working with people who are open, honest, curious about themselves, happy to explore their whole self, and most importantly committed to the process. QUALIFICATIONS - Association for Coaching Accredited Executive Coach - Post Graduate Certificate in Coaching, University of Sussex and Roffey Park Institute. - MSc Industrial, Organisation & Business Psychology, UCL. - MA (Cantab) Natural Sciences - Qualified to use a variety of psychometric tools such as MBTI, FIRO-B, Hogan, Strengthscope and Dimensions FAVOURITE BOOK I love reading so it’s too hard a question! My recommendation is to read things that are outside your specialism and different to your usual choices, to expand your horizons and thinking. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Catherine-Shepherd.jpg) [View Bio >](#3989) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Amaia-Sotes.jpg) ### Amaia Sotes Coach [View Bio >](#3991) ### Amaia Sotes Amaia has more than fifteen years of international experience, developing leadership, coaching and business initiatives, and leading capacity building projects. She has coached and worked with humanitarian and business leaders, civil servants and social entrepreneurs from Europe, Middle East, Latin America and Central Asia, within international organisations (European Commission, United Nations and OSCE), the private sector (Deloitte, Mondi), as well as for the NGO sector (Save The Children UK, Humanitarian Leadership Academy). In 2016 she co-founded the InsideOut Adventure Ltd (IOA), where she led the business, designed and delivered short and long-term experiential and coaching-based tailored leadership programmes, workshops and coaching journeys. In order to enable true transformation of hundreds of leaders at intellectual, emotional and behavioural levels, she combines blended-learning approaches that include individual and team coaching, adventure sports, improvisational theatre, painting, music and others forms of artistic expression, mindfulness practices, meditation, journaling and online work. COACHING STYLE Amaia supports the transformation of leaders who are currently feeling that there is something missing: not realizing your potential, lacking vision, joy, creativity, motivation, fulfilment … you name it. While being run by stress, feeling overwhelmed by the world and far away from being your best. Amaia will help you to reconnect to yourself (what lies deep inside and truly matters to you), in a self-discovery journey that leaves you emboldened and empowered, to fully embrace your leadership that will inspire yourself and others. You will work on your awareness and courage, but also on your resilience to make sure you do cross to the other side. The result? Your impact becomes so much bigger, and you inspire others to join your vision. Her clients describe the journey as non-return: “there was a pre-coachingme and there is a post-coaching-me. I’d never want to go back! It is life changing!”. “Her ability to help you get to the heart of the issue took me on an extraordinary journey, which has helped me to open up professionally and personally in ways I never expected. If you are open to challenging yourself and being better at being you, then I wholeheartedly recommend Amaia”. QUALIFICATIONS - Professional Certified Coach (PCC), International Coaches Federation (ICF) - Certified Professional Co-Active Coach (CPCC), The Coaches Training Institute (CTI), California, USA - Co-active Leadership Expert, CTI, California, USA - MBA in Leadership Skills, Deusto Business School, Bilbao, Spain - MES Master on European Studies, Vienna University, Vienna, Austria - BA in Economics and Business Administration, Deusto Business School, Bilbao, Spain - BA in Music and Violin, Music Conservatory Vitoria, Spain COACHING LANGUAGES English, Spanish, Italian, French, German and Basque. FAVOURITE BOOK Man’s Search for Meaning, Viktor Frankl. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Amaia-Sotes.jpg) [View Bio >](#3991) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Sabine-Stritch.jpg) ### Sabine Stritch Coach [View Bio >](#3993) ### Sabine Stritch Sabine has worked for over 20 years with managers and leaders from entry to executive level with global multinationals (Unilever, Mondelez, Kelloggs) the finance sector (Deutsche Bank), Consultancies (McKinsey), household names (John Lewis Partnership) technology leaders (ABB) as well as the Civil Service in the UK, Albania and Oman. Sabine has first-hand leadership experience, having worked as Managing Director in a German Consultancy for some ten years, experiencing both the joy and challenges of leadership on a day-today basis. She currently works as multidisciplinary faculty, designing, delivering and coaching on programmes to help leaders to develop and thrive in a complex and uncertain world. Utilising experiential coaching strategies, she enables leaders to unlock their agility and curiosity allowing them to be courageous, confident and determined to succeed in a constantly changing environment. Sabine believes in the power of exploration and expansion of mindset to enable productive behaviours to flourish and manifest. She enables leaders to connect and combine their insights and learning with their business reality, creating transformational value for them on a personal and organisational level. COACHING STYLE Sabine is aware that whilst much in life and leadership is out of our immediate control and influence, our success depends on our ability to consciously and flexibly navigate those variables in organisational life. A defining factor in this is how we perceive an issue, our values and beliefs as leaders and their impact on ours and others’ capabilities, energy and engagement. Therefore, Sabine views coaching as an opportunity to enable clients to achieve self directed insights and actions. She works through conscious personal presence, intuitive questioning and deep listening thereby establishing a climate of trust where both support and robust exchange are the norm. She aims to integrate shifts in mindset and behaviour with a light yet focused, non-judgmental and engaging style. Coachees have commented, “Our conversations have transformed my perspective and broadened my skills, I am so much more confident and effective”; “I am thinking in a totally different way now, I had never thought of my issue like this before, it was enlightening and has led to a productive way forward”; “My relationships have blossomed, I recently had insight into my 360 report and the changes have really been noticed”. QUALIFICATIONS Sabine continuously strives to deepen her own skills and broaden her own mindset and behaviour to live her philosophy of learning and coaching. Her qualifications include: - BSc Psychology - MA in Coaching Psychology - Diploma in Gestalt - ORSC Team Coaching - Transactional Analysis - She is certified in the in the use of various recognized psychological instruments including MBTI, Dimensions,Hogan, Firo-B, Voices, and Benchmarks. Sabine is currently training to become a Mindfulness Teacher with Sharpham Trust, UK COACHING LANGUAGES English and German. FAVOURITE BOOK ‘Black Box Thinking’ by Matthew Syed is a riveting account how our perspective can lead to spectacular outcomes, and the importance of awareness and considered decision making and action for high performance. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Sabine-Stritch.jpg) [View Bio >](#3993) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Steve-Tarpey.jpg) ### Steve Tarpey Coach [View Bio >](#3995) ### Steve Tarpey Steve has considerable experience of working with intrapersonal, interpersonal, team/group and organisational issues and the ability to help clients create links between these different domains of experience. He has strong critical thinking skills and high personal reflexivity together with a passion (bordering on an obsession!) for developing these skills in others. At ease with ‘conflict’ and emotions, he sees these moments as a real opportunity for people to be curious about their own responses. COACHING STYLE Steve’s coaching clients range from CEOs of major financial services organisations and senior executives in not-forprofit organisations and the public sector to Church of England Bishops. His coaching style and approach are highly flexible to suit the client and the situation, in some cases acting as a high challenge ‘critical friend’, in others offering a high support listening space and in most, a combination of both. With many years of experience to draw upon, he recognises that while models and theories have a place, it is his interest in building a mutual trust-based relationship with his clients that makes his work effective. His broad background means that he is equally at home discussing strategic planning processes or exploring complex intrapersonal or interpersonal issues and often a combination of the two. In addition to his one-to-one coaching work, Steve has considerable experience in coaching and facilitating groups and teams. This may be to assist early team formation, to unblock teams who are ‘stuck’, to review and renew processes or assist with difficult dynamics and relationships. QUALIFICATIONS - MA - PGDip Personnel Management - ICF Coaching - NLP Master Practitioner - CMIPD - CIOB - Accredited in a range of psychometrics FAVOURITE BOOK This is difficult … but a book I have recommended to many clients over many years is ‘Transitions: making sense of life’s changes’ by William Bridges. Accessible and packed with wisdom. 30 years after first reading it, I still reach for it from time to time to help me make sense of how I am feeling or reacting. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Steve-Tarpey.jpg) [View Bio >](#3995) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Helen-van-Ameyde.jpg) ### Helen Van Ameyde Coach [View Bio >](#3997) ### Helen Van Ameyde Helen is an accomplished, results-oriented global leader. She approaches her roles with energy, enthusiasm and a passion for transforming individuals and teams. She has a strong track record in driving and motivating cross-functional and global teams to perform beyond expectations. Working with the UK Foreign & Commonwealth Office to deliver results and performance improvement, Helen led a global team and engaged with business partners to drive strategic direction, facilitate cultural change, and enhance skills that delivered on organizational priorities for the UK Government. In addition, Helen was the lead coach and facilitator for the development of senior diplomats. A key aspect of her role was to use coaching to prepare UK Ambassadors to lead a diverse workforce at British Embassies and Consulates. Helen broadened her leadership experience whilst working with a range of clients across the Benelux region, including the European Commission and private sector organizations in telecoms and cosmetics. Her portfolio of work included senior leadership coaching, team development, diversity and inclusion, executive presence, and leadership development. Helen also worked to implement the Training and Development Lead Body (TLDB) standards for vocational qualifications in higher and tertiary education in the UK. Her first career was in the hospitality sector, working predominately in HR for the restaurant and hotel divisions of large corporate entities including PepsiCo and Barratt Multi-Ownership group. COACHING STYLE Helen’s coaching style is best described as ‘Purpose Driven Coaching’, she works with leaders to build the future they aspire to. She has a wealth of experience, creativity and a pragmatic approach that helps clients and teams to discover options and possibilities by challenging fixed mindsets and linear thinking. QUALIFICATIONS - PCC Member – International Coaching Federation - Psychometric accreditation: Myers Briggs Type Indicator, Strengths Deployment Inventory, Belbin Team Roles, FIRO Business and Workplace Big 5 - BA Hons, European Studies and French - Certificate in Organisational Development - Fellow, Chartered Institute of Personnel and Development - Post Grad Diploma, Human Resources COACHING LANGUAGES English and French. FAVOURITE BOOK Wolfpack: How to Come Together, Unleash Our Power and Change the Game, Abby Wambach. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Helen-van-Ameyde.jpg) [View Bio >](#3997) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Sile-Walsh.jpg) ### Sile Walsh Coach [View Bio >](#3999) ### Sile Walsh Sile specialises in strategic leadership and organisational development. She is experienced in coaching senior leaders and middle managers across sectors including healthcare, pharmaceuticals, education, technology and commerce within Ireland and internationally. She has ten years of experience working with individuals, teams and organisations supporting change management, leadership development, inclusion and diversity, and organisational development programmes. As a coach Sile is committed to being inclusive in her work and supporting people from a wide range of backgrounds to reach their potential; this includes people who experience systemic barriers in society. She is a PhD researcher focused on the role of coaching psychology in inclusive leadership within private organisations. Sile has an international client base and speaks on leadership, inclusion, and coaching psychology. She guest lectures with University College Cork on both their masters in Organisational Psychology and Personal and Management Coaching, is on the committee for Coaching Psychology with the Psychological Society of Ireland and is a senior board member for a private organisation, providing services on behalf of government agencies. COACHING STYLE Sile’s coaching style is integrative, dynamic, responsive and strengths focused. Sile has been described as “strategic, direct, challenging and compassionate” by her previous clients. A psychological and inclusive lens informs her approach, and a focus on supporting clients by developing a clear understanding of their needs, uncovering their potential and defining actions aligned with their desired results. The aim is always to take a strategic look at opportunities and barriers and find a way forward that supports the individual or team in achieving the best outcome possible. QUALIFICATIONS - PhD Coaching Psychology, Canterbury Christchurch University (currently in progress) - MSc in Personal and Management Coaching, University College Cork - HDip in Coaching Psychology, University College Cork - Organisational Participatory Management - Leadership in the Community - Critical Reflection Practice (a supervision model) - Diploma in Adult psychology, Kilroy’s College FAVOURITE BOOKS Fierce Conversations: Achieving Success at Work and in Life, One Conversation at a Time – Susan Scott; Dare to lead – Brene Brown (for beginners in leadership); The 7 habits of highly effective people – Steven Covey (organisation and effectiveness); Lead from the outside – Stacey Abrams; How to be an inclusive leader – Jennifer Brown; Immunity to change – Robert Kegan; The fearless organisation – Dr Amy C. Edmondson. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Sile-Walsh.jpg) [View Bio >](#3999) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Roland-Webster.jpg) ### Roland Webster Coach [View Bio >](#4001) ### Roland Webster Roland likes helping individuals to achieve their potential – at work and in their wider life. He has extensive development and coaching experience working with a wide range of people from differing backgrounds and cultures, and at all levels from across the private, public and non-profit sectors – and from around the world. Drawing on this exposure to diversity of people, roles and organisations helps him to empathise as well as bring a different perspective to his clients. His coaching philosophy is simple; to help people identify the goals they wish to achieve, within the context of their work and wider life, and then help them to plan to achieve these. Roland aims to build trust and rapport with those he coaches, offering a balance between being supportive and challenging, helping people develop personal awareness, identify options and plan realistic actions. His areas of experience include, leadership and management, talent and career development, performance, resilience, conflict resolution and team coaching. He is also an experienced Action Learning facilitator. COACHING STYLE Roland’s style of coaching is pragmatic and perceptive, with the ability to help clients grasp the heart of an issue as well as the wider implications. He works sensitively and confidentially to help clients to achieve a clear picture of the next steps, so that they leave sessions feeling engaged and confident that they can truly act on areas explored. QUALIFICATIONS - Fellow of the Chartered Institute of Personnel and Development (FCIPD) - Member of the Civil Mediation Association (CMC) - CIPD Certificate in Training Practice - National Certificate in Workplace Mediation - Accredited to use several psychometric assessment and feedback tools including FIRO-b, DISC, MiRo, Quest and Talent Q Dimensions - BA (Hons) Economics and Public Administration (Lond) RECOMMENDED BOOK That would be between the following, depending on what I’m after! - A Confederacy of Dunces by John Kennedy Toole for fun; - The Songlines by Bruce Chatwin for thought; - The Man Who Mistook His Wife for a Hat by Oliver Sacks for the wonder of our delicately balanced minds. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Roland-Webster.jpg) [View Bio >](#4001) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Lyn-Wong.jpg) ### Lyn Wong Coach [View Bio >](#4003) ### Lyn Wong An internationally accredited facilitator & coach, Lyn is passionate about learning and organisational development. She has worked with people and organisations across various industries in the private, public and non-profit sectors, supporting them in co-creating and aligning vision with strategic direction and outcomes, engaging teams towards better collaboration and high performance and supporting leaders in building agility to flex and adapt in this complex and fast-changing world. Clients describe her as engaging, supportive, patient and positive. They are appreciative of her style in engaging participants, harnessing their voices and holding the space for group learning and ownership of the learning experience. Lyn has held leadership, commercial, marketing and communication roles working globally in media and entertainment, healthcare, real estate, business services and non-profits. Her extensive experience and network, coupled with her excellent interpersonal skills enable her to connect with individuals and teams at all levels. COACHING STYLE Every individual, team or organisation is a system. Lyn believes that when we take a systemic approach to look at individuals, teams and organisations, we can better engage, align and integrate all parts of the system and tap into the collective wisdom to achieve strategic objectives. As such, be it one to one coaching, team coaching or facilitation work, she takes a collaborative approach, enabling a safe environment where clients share openly and explore collectively the future they envision. Lyn’s coaching style is engaging, supportive, patient, positive and challenging. Coaching is about holding space for authentic and courageous conversations, where clients discover for themselves their strengths and inner wisdom, where they connect on a deeper level with themselves and with others, where they are supported and challenged to become better versions of themselves. QUALIFICATIONS - Currently pursuing Master of Learning & Professional Development, Griffith University (2021 – 2023) - Graduate Diploma in Business Administration, Singapore Institute of Management, 2000 - Bachelor of Science (Building) Second Class Upper Honours, National University of Singapore, 1993 – 1997 - Associate Certified Coach (ACC), International Coaching Federation (ICF) - Certified Action Learning Coach, World Institute for Action Learning (WIAL) - Certified Professional Facilitator (CPF), International Association for Facilitators (IAF) - Human Systems Dynamics Professional - Certified Team Diagnostics Survey Advanced PractitionerCo-Active Coach, Coaches Training Institute - Organisation & Relationship Systems Coach, CRR Global - Systemic Team Coach, The Academy of Executive Coaching - Action Learning, World Institute for Action Learning COACHING LANGUAGES English and Chinese. FAVOURITE BOOK Quite a few books to recommend, but I will start with this: An Everyone Culture: Becoming a Deliberately Developmental Organisation by Robert Kegan & Lisa Laskow Lahey ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Lyn-Wong.jpg) [View Bio >](#4003) ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Alastair-Wyllie.jpg) ### Alistair Wyllie Coach [View Bio >](#4005) ### Alistair Wyllie Alastair has over 15 years of experience as an executive and team coach and coaching supervisor. He works with C-Suite leaders, senior management, policymakers and officials in private, public and not-for profit organisations – often in ethnic and professional multicultural contexts. Alastair has an eclectic background as a professional actor, corporate communications advisor, EU city planning network and project manager, and trainee psychotherapist. Throughout, his career has been sustained by a passionate interest in how people make sense of their experience of forming and being formed by the families, cities, organisations and cultures of which they are a part. COACHING STYLE “My coaching is relational, systemic, conversational and pragmatic. How I am is in relation to how my coachees are, what they bring to our conversations, and what we then create between us. I am interested in their presenting issues, as well as the context, culture, situation and relationships that enable them to present. As they talk, they discover their enthusiasm, commitment and ambition, or their reluctance, scepticism and need to try something different. I hold the space for them to notice how it is, how they are with how it is, and what they want to do about that.”. QUALIFICATIONS - DProf – Ashridge Doctorate in Organisational Change - MBA (Strathclyde) - Pg Dip Organisational Supervision (Ashridge) - Ashridge-accredited Coach and Supervisor - Level 7 Dip Executive Coaching and Leadership Mentoring (ILM) - BA Hons Drama (Bristol) - Accredited to administer and feedback a range of psychometric instruments, including the ESCI, Talent Q, Hogan, AIMS, 360 By Design, FIRO-B and MBTI RECOMMENDED BOOK The Middle Passage: From misery to meaning in midlife by James Hollis. Reading The Middle Passage located my concept of human flourishing within my own experience, and invited me to consider how I live in relation to my own and others’ unrealistic expectations. It offered a new lens to re-envisage my relationship with myself and my subjective view of the world. Be warned – this is not a book for the faint-hearted or for those who are not ready to read it. “The capacity to stand in relationship to that which is larger than our ego is to be informed and transformed by it.”. ![](https://www.roffeypark.com/wp-content/uploads/2024/04/Alastair-Wyllie.jpg) [View Bio >](#4005) ## Find out more DOWNLOAD OUR EXECUTIVE COACHING BROCHURE ## Book your executive coaching LinkedInThis field is for validation purposes and should be left unchanged. 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Marking Opt-Out Please do not send me any marketing Submit Δ --- --- title: "Coaching Principles" url: "https://www.roffeypark.com/coaching-principles/" lang: "en-GB" type: "page" last_modified: "2024-04-18T14:33:03+00:00" --- # Coaching Principles ## Coaching Principles We have a number of guiding principles that underpin our Coaching conversations. ## The client-consultant relationship is key ![Coaching Principle 1](https://www.roffeypark.com/wp-content/uploads/2024/02/Principle-1-1.png) Our experienced and highly skilled coaches pay attention to establishing an effective working relationship with the coachee, contracting to agree boundaries of confidentiality and to assist them to gain the most from the coaching programme. The coaching will include providing feedback, asking questions, balancing support and challenge and acting as a mirror of the relationship that the coachee holds as a leader with others. ## Every client is an individual ![Coaching Principle 2](https://www.roffeypark.com/wp-content/uploads/2024/02/Principle-2.png) We adopt a flexible, client-centred approach to the coaching process that takes into account individual client differences and preferences. This includes using a variety of methods and models to best suit the individual rather than a “one size fits all” approach. ## Coaching works best from a whole person perspective ![Coaching Principle 3](https://www.roffeypark.com/wp-content/uploads/2024/02/Principle-3.png) We believe that an individual’s effectiveness at work is inextricably linked to who they are as a person and how they are in life generally. Our coaches are skilled in working with both the presenting issue and underlying factors. This might involve challenging self-limiting beliefs and helping the individual recognise they have the full resources needed to tackle a situation or adjust a response. ## Every client is an individual ![Coaching Principle 2](https://www.roffeypark.com/wp-content/uploads/2024/02/Principle-4.png) We encourage our coachees to own and understand the coaching process, so that they too can act as more effective coaches within their own context. This means that good coaching practice stretches beyond the client-coach relationship. ## Change in behaviour usually comes from within ![Coaching Principle 5](https://www.roffeypark.com/wp-content/uploads/2024/02/Principle-5.png) We believe that an individual’s effectiveness at work is inextricably linked to who they are as a person and how they are in life generally. Our coaches are skilled in working with both the presenting issue and underlying factors. This might involve challenging self-limiting beliefs and helping the individual recognise they have the full resources needed to tackle a situation or adjust a response. ## Practical outputs and outcomes are key ![Coaching Principle 2](https://www.roffeypark.com/wp-content/uploads/2024/02/Principle-6.png) We will aim to ensure that the coachee leaves each coaching session with tangible outcomes or tasks that might include actions, exploration, reflection, writing a diary or learning log, noticing their own and others reactions, having courageous conversations etc. ---