Acorn’s experience of working with joint ventures and bid winning teams spans over 20-years and stems back to our early involvement within PFI’s across sectors like rail, construction and defence. More recently we have worked within the UK’s nuclear sector, helping companies with various bids for Sellafield.
How can we reduce meeting time, keep focus and ensure the right people are present and engaged? Should you even attend and stay in a meeting?
This second paper by Mike Pezet shifts focus to programme design, delivery and the programme ‘ingredients’ which Acorn believe enables learning to transfer into tangible, productive workplace action.
Whether leaders are ‘born’ or ‘made’ is an age-old debate. When people are asked this question, generally the response is ‘leaders are made’. Ask whether they see themselves as a leader and the response is often ‘I’m in the role but wouldn’t say I’m the ‘leader’’.
Following-on from the successes of our leadership and team coaching work at the Sellafield and Low Level Waste Repository sites in west Cumbria, we are delighted to have been appointed to work with the Higher Active Waste Thermal Treatment (HAWTT) project.
Once in a generation, we have the opportunity to reimagine how we work. Thanks to the development and extensive roll-out and take-up of COVID-19 vaccines, the coming year presents such an opportunity.
In November 2020, Acorn’s Keith Longney and long-standing friend Peter Hart set a new official Guinness World Record for kayaking a two man kayak the length of Loch Ness, setting a new record time
In this fifth and final paper on Acorn’s guide to Team Coaching we consider Impact and Learning and their role in shaping team performance. If Primary Purpose describes the planned destination, then Impact is about sensing and adapting to reality as the journey progresses.
In this fourth paper on Acorn’s guide to Team Coaching we look at the critical factors affecting how and why Team Members best contribute to and/or derail effective teamwork. In doing so we highlight opportunities to build beneficial, and discourage unhelpful, behaviours. Our purpose here is the ongoing engagement and development of team behaviours that contribute to the purpose. People are enabled to get the job done by creating the right conditions for team working.
In this third paper in this series, we look at structures that will support the team’s purpose. We will again see that the primary purpose and the mutual theme of enabling teamwork determine our approach. “What we want it to be like around here” shapes “how we do things around here”.