Member Since: 5th Sep 2017
I have a learning and development background mainly in the public sector where I have 33 years of experience in a variety of staff development roles including: leadership and management, coaching and mentoring, equality and diversity, customer service, employability skills, project management and team building. With an honours degree in education and training (Greenwich) and a PGC(HE)(Plymouth), I spent 3 years delivering post graduate qualifications and the PGC(HE) at Plymouth University and at Exeter University where I was a Teaching Fellow and Problem Based Learning Tutor in the Peninsula Medical School. I am a Fellow of the Higher Education Academy (FHEA), a Member of the Institute for Leadership and Management (MInstLM) and a certified online learning facilitator (COLF) with the Learning and Performance Institute (LPI). I qualified as an executive coach with the ILM at level 7 and University of The West of England and have gained experience coaching across organisations. I was instrumental in obtaining level 4 and 5 accreditation with the ILM for leadership and coaching programmes and managed the internal coaching network in a large local authority, training and supervising internal coaches. I bring a passion for lifelong learning and helping others achieve their potential by embracing and integrating a wide range of learning opportunities in the classroom, online and in the workplace. My vision for Tozers is where programmes are tailored to individual’s needs within their professional context with a strong emphasis on enabling people to take responsibility for their learning supported by a qualified and experienced support, excellent facilities and innovative ideas and resources.
Training Manager Tozers LLP
20th Jan 2021
Nigel, thanks for your insights, incisive as always and timely for me as I realign our Learning Strategy to accommodate the challenges we are facing. From Diverse Corporate Growth to Dispersed Team Development to Empowered Individual Learning, these six shifts are key not to just surviving but growth.
8th May 2019
Liza, I love that CFO/CEO 'quote', sadly though it's true. I recently invited a senior manager to a 2 hour in-house workshop and he said he didn't have the time. It's not the fact that he needs the workshop, it's the message it sends to the organisation. On a positive note I have some great support across the organisation for LAW week and some challenging activities planned.
30th Apr 2019
Another really interesting article as always Becky, thank you. I've just picked up The Knowing-Doing Gap by Pfeffer and Sutton which demonstrates building 8 key bridges from knowledge to performance so you shouldn't need to evaluate L&D, brave and inspiring at the same time. Just need to sell it to time strapped managers in preparation for appraisals.
10th Apr 2019
Great article Krys. I've spent 35 years maturing from an instructor through teacher to trainer to facilitator to my present morphed role of curator, consultant and coach. The challenges of engaging and challenging learners never diminishes and it's incumbent on our profession to not only respond but to lead by first challenging ourselves.
9th Jan 2019
Thank you Charles, wise words and timely as I roll out our new performance management appraisal schedule: new HR system, new forms (including identifying workplace development opportunities) new coaching approach by managers-simples!
5th Jun 2018
Rose, great article, thank you. I'm currently working with the future leaders of our firm in developing their soft skills. It's reassuring to read about your emphasis on coaching, collaborative working and EI, in addition I've also just introduced a 360 feedback to help them become more self-aware and develop their brand. Early days but initial response is a refreshing change. More importantly the Managing Partner is fully supportive and involved in the leadership and coaching programmes, which sends out a great message.
4th Apr 2018
Kerryn, thank you for your article, it is most timely. I'm currently working with teams within our legal firm and building them into high performers. We have carried out team role diagnostics based on Belbin's work to give us a starting point from which to measure our development and success. Initial signs are promising as our next stage is to establish the purpose of each team, the WHY and then to stretch them. I'm developing team leaders into coaches too as their role is pivotal. Eventually I hope to stand back and say, "My work here is done", but I'm realistic enough to realise that good work goes on despite us L & D'ers.
5th Sep 2017
Jo, a timely article for me, thank you. I've just taken up a new role in a Southwest law firm, who as you can imagine have strict CPD and regulatory requirements. My challenge is to change the 'learning' culture by encouraging them to log informal learning as their CPD requirement moves to competence-based and work-based learning. 70:20:10 has a prominent place on my wall planner! Regards