• "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

  • "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 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     admirallandscape.jpg

  • "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 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)

  • "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)

  • "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

  • "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

  • "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

  • "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 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 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 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)

  • "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

  • "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

  • "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

  • "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

  • "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

  • "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)

  • "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

  • "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

  • "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

  • "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 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

 

Can a 100-year old management model really be effective today?   Is change needed?

 

Generally, new managers tend to copy the behaviours of a manager they have personally experienced - it's often the only 'role model' they have. However, it's increasingly clear that the 'hand-me-down' management model followed for some 100 years is ineffective for today's changing workforce.

lungering3.jpg

The word 'manager' has its origin in the French manège,
a ring for training horses. The trainer controls the
horse with a long rein in one hand and a stick in the other,
with which the young horse is 'encouraged' to comply.

Discipline is administered as needed and obedience rewarded -
the original command and control, stick-and-carrot strategy...
...likewise, for around 100 years people-management has been
synonymous with control and managers seen as enforcers
of the rules, with the power of punishment and reward.

In the knowledge economy, employers needing to attract and retain talented people can no longer
be indifferent to how their people feel they are being treated at work - the old model is obsolete

 

 

th

Choice 

is yours!

 

 

 

"Let's be clear - NextGen is
not some sort of new age,
airy-fairy, tree-hugging fad!

It is rooted in the need for
hard-edged performance
improvement - as yo
u'll see
from 10 things that
NextGen managers know -
and this short presentation"

nextgencover1.png

Neil Anderson
Lead Consultant
NextGen

 

 

...are your managers
still training horses??