From overstretched ‘fixer’ to trusted adviser


Following his C-Lab programme this principal solutions architect used the techniques he’d learned to influence the outcomes achieved by people he works with, despite not having line manager responsibility for most of them. He was able to be more reasoned in discussions, asking lots of questions to help others think something through for themselves, rather than telling them they were wrong or giving them his solution. This resulted in better problem solving and decision making and in his more junior colleagues taking more responsibility for getting things done.

The consultant became a trusted advisor to others, who they valued as someone who could be a mentor that would work with them, think things through and get results, rather than a hero who stepped in to solve problems when things went wrong.