"In terms of ‘Employee Engagement' and what is required of managers now and in the future for the NHS, this programme is the Gold Standard. A must for any manager or organisation looking to move forward with a new management paradigm to engage staff for the 21st Century"
Ann Elliott Leadership & Team Development Manager, Cwm Taf University Health Board, 2015
"I enjoyed the mix of theory and practice. The CHOICE management principles are a complete set of values and behaviours neatly encompassed in an easy to remember acronym. A common language to use across the Company will encourage the new behaviours."
Alison Kennett, Head of Commercial, ATIL
"My people will think I've had a frontal lobotomy. But they will see changes. I am determined. I personally think it will create a more harmonious team."
Mick Faverger Centre Manager, Aviation Training International
"The programme was inspirational. Gave me the opportunity in my frantic life to reflect and take stock. It enabled me to affirm that I am a good manager but that I can still improve."
Jacqui Rayner, L&D Manager, Ministry of Justice
"CHOICE is an excellent, very real and appropriate set of principles. Adopting it throughout the Company will create greater engagement leading to higher levels of employee satisfaction and performance improvement."
Steve Marsh, HR Manager, Aviation Training International
"The course was absolutely fantastic (Feb 2011). What I took away most was the self-realisation. When you get reflection on yourself, you can actually make the change rather than just thinking about making a change!"
Miles Neal, CMC Insight & Analysis Manager, BT Openreach
"The Programme was very beneficial and enjoyable - I use at least half the content regularly. Treating people properly improves business results."
Andrew Viazzani, Confused.com HR Manager
"The programme has given us a range of practical tools and a shared language that will help us reinforce and promote the six CHOICE principles throughout the Company ... it is my aspiration that the six principles become second nature, intrinsic to our culture, part of our DNA."
Chris Haynes, Managing Director, Aviation Training International (2008)
"The CHOICE programme our top-team attended was an eye-opener. The employee surveys you ran showed us what we needed to focus on to build trust levels. These were tough messages but the changes have made a big difference to the general atmosphere, so keep on doing what you're doing!"
Ian Brown, Managing Director, Funkwerk Information Technologies
"It is one of the best programmes I have taken part in during my 15 years in the organisation. I liked the way it was split between a 'where we are now' stage, then 2 full days, followed by a checkpoint stage. I've become more accessible and more approachable, my team are more open with me."
Andy Dunn, CMC Team Manager, BT Openreach
"The CHOICE model is very sound indeed. Like most businesses our Company has been mainly task and finance driven. I hope that, by adopting CHOICE as a mental map for everyone, more emphasis will be placed on the human dimensions, leading to greater engagement and performance."
Mike O'Donaghue, Business Development Manager (2008) Aviation Training International
"CHOICE would have a very positive impact on our culture. I have ensured that my managers use the CHOICE principles in their work and I have set dates to sit in 121's to ensure this happens. They have commented they are excited about the future and can feel a ‘wind of change'."
John Chambers, Operations Manager Automotive, Babcock International
"The course was excellent and very thought-provoking. I feel a manager of any level would benefit from attending. It will help move the Company to a more transparent and positive communication culture."
Luke Rawlinson, Business Development Manager, Vygon (UK)
"The journey through the CHOICE Principles was well structured, challenging and thought provoking. It provided everything we required and more, particularly the ability to engage with ‘hard to reach' employees."
Kevin Tumelty, Head of Security, National Assembly for Wales
"The programme challenged my thinking, for example the benefits of trusting team members to take on more responsibilities for tasks, to develop and engage them. I will use all the CHOICE principles and I also liked the check-book approach rather than a traditional action plan."
Lisa Ray, Learning Partner, Barclays
"The leadership workshops you ran in Luxembourg for our Euro-100 management group were a great success, and everyone is now talking about CHOICE! The Lombard mouse mats with the six CHOICE principles will remind us all of what's needed to move the Lombard culture forward."
Wendy Evans, HR Manager, Lombard International Assurance (Oct 2010)
"CHOICE as a set of management principles is excellent; a really clear and straightforward framework. The content is great - well researched and meaningful. What challenged my thinking most was the need to provide people with opportunities to do more of what they do best."
Fiona Deal, Director of HR, Moat Housing
"ALL following the same principles and all sharing an objective across the business. All people-managers MUST be on this course - part of induction when new managers come in. It will DEFINITELY improve performance; my team will feel more involved and valued, therefore will strive to achieve."
Kimberley Reed, Head of Supply Planning, BT Openreach
"The gap between the sessions enabled me to put into practice what I had learnt. Comparing the first MY CHOICE survey results to the second helped to show the changes I had made were having the desired impact. It also showed the areas I needed to focus on. My team are being more proactive."
Jai Dhillon, Quality Efficiency Manager, BT Openreach
"One of the best courses I have ever been on, and one which I will strongly recommend back in the workplace. Pace, content, opportunity to share ideas within the group and discuss were all excellent."
Jean Rycroft, L&D Manager, Santander (2010)
"All participating managers are asked 'What impact do you think it would have on your culture if CHOICE was adopted as the NextGen management model?' The overall responses since 2008 suggest concern with existing cultures: Neutral 7% Positive 21% Very positive 72%"
Neil Anderson, Lead Consultant, NextGen
"I cannot say that I enjoyed this experience but I can say that it will make a profound difference to the way I will approach my job. Just about all the content of the Programme challenged my thinking: I hope I can live up to its expectations. The Company will benefit from a happier workforce."
Vic Wright Centre Manager, Aviation Training International (2008)
"At last there is a course that addresses the need of managers to become self-aware and realise that we ultimately by our attitudes and approach can affect our team's performance."
Dena O'Gorman, Training Manager, Guys & St Thomas NHS Foundation Trust
"Employee engagement continues to be at the top of the strategic agenda for UK employers. The Rules of Engagement white paper offers some thought-provoking insights to employers, well worth considering."
David MacLeod, now Chair of the Government's Task Force on Employee Engagement
you can scroll through the testimonials with the arrow keys on your keyboard
The key to a NextGen manager's success;
building a high-productivity team
The Office for National Statistics reported in 2015 that UK productivity is 30% less than in Germany and the US, two key international competitors. In a global economy this is a ticking time-bomb; unless employers focus intensely on improving their productivity metrics their future will be increasingly uncertain - heightened by the UK's pending exit from the EU
An employee's productivity is largely dependent on three things. Their skills. Their attitudes. The environment they work in. All three are substantially within the influence of their immediate line manager. However, the traditional control-based management model is ineffective in today's changed world. It has to be replaced by a new management paradigm if organisations are to sustain high employee engagement and productivity. It may at first sight seem 'soft' - but this paradigm must be based on trust. Why? Because there is an inevitable cause and effect chain...
employee trust > engagement > discretionary effort > innovation & productivity
This is why the first Rule of Engagement is that 'Engagement is founded on trust'. The pivotal role in developing employee trust is played by line managers but generally managers receive little or no training in the attitudes and behaviours they need to display to earn the trust of their team members
The NextGen manager programme addresses this urgent need
Is it time for a
change of approach?
A great place to work?
"Our approach is based on the major findings of 20 years of research - that trust between managers and employees is
the primary defining characteristic of the
very best workplaces"