We are very proud of our achievements and the mutually rewarding relationships we have with our clients. Take a look to see what we have been up to over the last eighteen months. . .

A new Chief Executive (the third in three years) arrived to run PfS, who act as the delivery agent for the Building Schools for the Future and Academies programme, involving working with local authorities, the private sector and wider government departments.

PfS was charged to achieve very demanding goals and at the time was falling behind on a number of them. Relationships with local government and the private sector were also extremely problematic. The new Chief Executive recognised he needed support to build his new team, the SMT, into a high-performing leadership team.

 

t-three won the tender to work with the SMT, and later, with other senior managers and staff in the organisation.

We worked very intensively with the SMT, with a programme of Awaydays interspersed with 1:1 executive coaching.

This started with 1:1 feedbacks on 360s and psychometrics that the team then shared, to accelerate their understanding of each other’s preferences, strengths and risks, and the implications for their working together as a team. (The team found these so valuable, that they asked for the 360s and psychometrics to be rolled out to the next level of management).

With a number of changes, restructures and additions, the SMT rapidly built into a high-performing team, and PfS began to achieve its project milestones regularly.

The Chief Executive also asked t-three to help develop and embed specific PfS corporate Values, to accelerate their new high-performance culture. t-three used an intensive Values development process, involving over 50% of managers and staff at all levels, combining their views on the Values and behaviours that will enable PfS to perform at world-class levels.

We created an on-line Values 360-degree assessment, which the SMT completed first.

Then t-three took every team in the organisation through a Values Planning Day to embed the new PfS Values. Each team and its manager explored how well they demonstrated the Values, agreed which they would need to do better, to raise their performance, and committed to what they would do to live the Values more strongly.

The Values are now well-embedded in PfS – staff often refer to them, and use them to give each other feedback about behaviour and performance.