Shortsmoor specializes in leadership assessment, development and advice using experienced senior leaders with military backgrounds
Your organisation needs to improve its leadership and teamwork in a practical way
Your team is not working together as effectively as it might
You face a new challenge as a leader and want to be more capable and confident
You want to learn to lead in a practical way
You want assessment of leadership aptitude in candidates for a job
Or you just wonder how better leadership could raise performance
...contact us on: firstname.lastname@example.org 01297 444 802
For executives and directors in all sectors, most recently in health, industry, education, charities and the civil service, we have provided leadership diagnosis, advice and development – through bespoke courses in Leadership Awareness, Practical Leadership and Team Development.
For University College London Hospitals, we provide the core faculty of the NHS Staff College. We design and deliver most of its Senior Leaders Course – a 14-day modular course which uses practical activities and real leadership tasks in London to develop the leadership of experienced clinicians and managers.
For UCL Partners programmes of London Cancer, Integrated Mental Health and others, we have run bespoke one-day assessments which use practical activities and psychometric tests to discover leadership aptitude during recruitment to director-level appointments.
For Chapter (an innovative national biometrics initiative) we have facilitated their initial 2 day conference to start coordinated work.
For the University of Exeter Medical School, we have provided junior doctor leadership training days across the South West.
For conferences of the Royal College of Neuroscience and Neurology, the Royal College of Anaesthetists, Moorfield Eye Hospital and others we have provided a key-note speaker.
Culture has as much impact on performance as good decisions
Leaders create the culture of an organisation
Leadership and teamwork are human relationships between people
The ability to have successful leadership and teamwork relationships can be developed
Uses groups – for real dynamics, relationships and collective coaching
Focuses on practical development as well as key knowledge
Combines video-filming and expert assessment to produce objective evidence
Uses visible evidence for exceptional self-awareness and rapid development
Can include psychometric tests, but not on their own
Philip started this leadership consultancy business in 2010 after a 35 year career as a Regular officer in the British Army, which had culminated in being President of the Army Officer Selection Board. His previous appointments as a Brigadier in the Army had been Director of Army Personnel Strategy, planning long-term personnel matters and directing the Army’s psychologists, and Assistant Chief of Staff Land Command, supervising the HR support for the 70,000 full time and 30,000 part-time soldiers in Land Command. He came to senior personnel work from a strategic operations background in Whitehall, having led infantry units at battalion, company and platoon level in Northern Ireland and Germany. He was an early member of the Windsor Leadership Trust, a graduate of the Staff College and the Higher Command and Staff Course, member of the Royal College of Defence Studies, the British Psychological Society and the Institute of Directors, MA (Kings College London) and BA (Southampton), and he also runs a farm.
Christopher has been closely involved in selection and development of potential leaders both as a regular Lieutenant Colonel in the Army and in other large public service organisations. As a Training Development Advisor he was responsible recently for the design and rollout of Command, Leadership and Management training in the Army, and as a Fellow of the Chartered Institute of Personnel Development, he sat on their selection and recruitment steering committee. His 2006 Doctoral thesis in Psychology investigated predicting leadership performance using personality factors, adding to his many published papers which range from human factors research to assessment techniques. His early service was as an officer with the Gurkhas in the Far East and culminated in being the senior specialist adviser at the Army Officer Selection Board last year, where he now works as a civilian advisor with special responsibility for psychological testing.
Akintunde is a Colonel in the Territorial Army, having served with Infantry, Logistic and Medical units, attended Staff College, and been an assessor at the Army Officer Selection Board. He is a Consultant Forensic Psychiatrist in a Harley Street private practice, having previously worked in the NHS for 17 years, the last 10 as a consultant. Dually qualified in Medicine and Law, he is a member of the Parole Board for England and Wales and has been a medical leader in both the NHS and the independent sector, serving at various times as Clinical Director and Medical Director. He is an international lecturer with wide experience of teaching psychiatry and with many publications to his name. He has also drawn on his interest in the history of military leaders when becoming a semi-finalist on the BBC’s Mastermind television programme in 1997
Gillian is a Lieutenant Colonel with 28 years Army service, including 3 years recently assessing the Army’s potential officers for suitability to attend Sandhurst. A graduate of Dundee University, Sandhurst and the Army Staff College she spent 6 years in the regular Army serving in Germany, Northern Ireland and the first Gulf War. As an officer in the Intelligence Corps she has commanded at many levels, developing a deep understanding of the challenges of leadership. Her 20 years with the Territorial Army has included positions in recruiting and training. She has a strong background in personnel, currently working in the Army personnel centre where she has responsibity for officer promotions and appointments, career mentoring, and developing HR policy for the Army’s reserve forces. She also led a team which brought in a new system for annual appraisal across the Armed Forces.
Howard has long experience as both a Regular & Reserve Army officer, recently as a Colonel selecting candidates to attend the Royal Military Academy, Sandhurst. He has held the senior leadership role in two uniformed organisations of up to 1000 staff, including one in the Middle East with a multi-national workforce. Having led the Norfolk Army Cadet Force, he set up and then ran the selection process for all middle and potential senior leaders in the Army Cadet Force, a 40,000 strong youth organisation with 8,000 adult volunteers nationwide. He has extensive experience in planning and conducting training, and commercial experience running 2 businesses in Norfolk. He is also a Magistrate, and appraiser of magistrates, as well as being a school governor and chairman of several voluntary committees.
Jonathan is the Chief Executive of the West Africa Business Council based in London. His leadership experience began in tanks and his career as a Regular Army Lieutenant Colonel culminated in 3 years as a senior assessor at the Army Officer Selection Board. As well as selecting future combat officers he had particular responsibility for assessing potential Army doctors and nursing officers. Before this he led officer recruitment in the Army and commanded the University Officer Training Corps for Durham and Newcastle Universities, drawing on his leadership experience on operations in Northern Ireland, Bosnia and Iraq. He helped to organise the evacuation of British citizens from Cote d’Ivoire whilst serving as the Defence Adviser to the British High Commissioner in Ghana. His wide international experience has included officer appointments in Hong Kong, Germany, and the Sultanate of Oman, as well as receiving command and staff college training in Australia. He is a graduate in Geography from Nottingham University, is a Fellow of the Royal Geographical Society and Fellow of the Chartered Management Institute.
Patrick is a corporate communications specialist and Member of the Chartered Institute of Public Relations. He is the former Head of Communications for a subsidiary of HSBC Bank plc and is currently a co-owner of a business that supports people with learning disabilities and behavioural issues. He is also a Colonel with over 20 years commissioned service as a reserve officer, including on operations in the Balkans. His military appointments include many leadership, training and communication roles, including responsibility for selection and training of new recruits. He is currently an assessor of potential Army officers at the Army Officer Selection Board at Westbury. He is a keen sportsman who enjoys relaxing through endurance events.
Madeleine is an organisational and people development consultant with experience in assessment, selection and training. Her background is in Occupational Psychology, with training in Cognitive Behavioural Therapy (CBT), psychometric testing (level A/B) and applied positive psychology. She has worked with large white collar, SME and charity companies, designing and implementing various frameworks, including a mentoring program, training seminars and recruitment framework. She has several years' work experience within mental health prior to becoming a consultant, where she coached clients in groups and one-to-one as well as running workshops. She is a member of the British Psychological Society. In her spare time she counsels at the Childline and works on designing a psychometric test.
Charles is a Chartered Civil Engineer who has spent the last 30 years working in the Water Industry in Scotland in various technical and managerial roles. He has been a specialist adviser in emergency planning and training, and in mentoring staff in their response to operational and reputational crises. Although he has worked predominantly in the public sector he has undertaken several secondments with consulting engineers in Vietnam, Hong Kong and Singapore as well as gaining an MPhil in hydraulic engineering research. As a major in the Territorial Army, he commanded an infantry company for 5 years and has extensive recent experience as an assessor selecting candidates for officer training at Sandhurst. He served in Iraq in 2007, and was Infrastructure Adviser to the team responsible for capacity building in public authorities in Basra. Two years ago he was Senior Field Director for USAID, working in Kandahar Province, Afghanistan and now works part-time for a Care Home company assisting with the selection and development of their home managers.
Michael Moriarty has over 30 years experience as a leader in the Army and in business. He was an officer in the Irish Guards for 20 years commanding at all levels, culminating in battlegroup command on operations in Kosovo. He also served in the Army Personnel Centre as the principle career manager for 400 officers. In business he led a project team managing Eurostar’s technical and operational involvement in the opening of the Channel Tunnel Rail Link and has led a number of turnarounds of failing businesses. Uniquely, he spent a year assisting the Afghan Football Federation to establish governance structures and procedures, discovering that nothing in any textbook covers change management in Afghanistan. Michael is a trustee of the Afghan Appeal Fund which raises funds for the building of schools in Afghanistan.
Tim left the Regular Army as a Lieutenant Colonel in the Royal Artillery and now serves as a part-time officer at the Army Officer Selection Board identifying potential officers – having proved his talent for this as a Regular officer there some years ago. He has particular responsibility for training new assessors, and has huge experience of wider training and development, including leading a company of officer cadets learning to be leaders at the Royal Military Academy, Sandhurst. He has held 3 separate appointments in international military headquarters, always responsible for operational and training issues. With such experience he was tasked with leading the liaison with the Sierra Leone Army to design and deliver their operational, logistic, training and development programmes as part of the international effort to ensure stability in that region. He is a graduate of the Army Staff College and his wider service has included responsibility for recruitment strategy and the continuous tuning of recruitment operations to optimise opportunities.
Gill Wilkinson is a Lieutenant Colonel with 18 years Army service across a range of specialist logistic, human resources, recruitment and training roles, including 3 years as an assessor of potential officers at the Army Officer Selection Board. She is also a teacher of English at Secondary Level. A graduate of the University of Dundee, the University of Edinburgh, the Royal Military Academy Sandhurst, the Canadian Forces College and the Joint Services Command and Staff College, she served in the regular Army for seven years before becoming a Reservist. Her past leadership experience includes commanding on operations in Northern Ireland and the Balkans and leading a project on career management policy at the Army Personnel Centre. She is a successful sportswoman who captained her university hockey team and was placed second in the British Bobsleigh Championships 1997. She has recently assumed command of the Scottish Logistics Regiment.
Costs depend on numbers participating, the venue, team equipment and whether filming is used.
Aim: To provide a broad understanding of leadership and teamwork as relationships resulting from behaviours, in order to awaken interest and provide a firm foundation for greater self-awareness and personal growth.
Content: Through a variety of practical activities and explanatory talks, participants will learn about the nature of leadership and teamwork, different approaches for leaders, straight talking, courage, types of problems, dynamics, cohesion and more. They will also discover a little of how others see them in a team context. This is a good stand-alone day, which is wide but not deep, and well suited to those who have no sustained leadership experience.
Aim: To provide participants with a good understanding of how teams succeed, and how their own personality influences their individual contribution, in order to have a foundation for team success grounded in sound self-knowledge.
Content: Through individual and team practical exercises and a some explanatory talks, participants learn the fundamentals of good teamwork; and through personality analysis and reviewing filmed activities, they discover how they themselves contribute in a team, leaving with raised self-awareness and a sound foundation for developing their team contribution and leadership. This is the best start-point for the series of leadership courses below, but it is also a worthwhile stand-alone course.
Aim: To provide participants with a good understanding of how leadership works, and with a simple framework and techniques to make their own leadership effective in order to have a sound foundation for success as leaders.
Content: Participants learn how leadership affects the performance of an organization, and through practical tutorials and group exercises, they learn the fundamentals of good leadership through 4 leader functions: to understand, decide, communicate, and motivate.
They learn about influence, motivation and courage and are taught a good decision-making technique. Through collective coaching they also grow further in self-awareness. For the progressive development of leaders, this day ideally follows the Teamwork Fundamentals day, and precedes Practical Leadership (below), but it is also a worthwhile stand-alone course.
Aim: To provide participants with challenging experiences and a better understanding of leadership and their own behaviours, in order that they improve their handling of themselves, and others, and gain a sustained improvement in competence and confidence as leaders.
Content: The leadership of participants is improved through a ‘doing and reviewing’ programme of individual and group exercises, with opportunities for each to lead the group. They are taught techniques for briefing, debriefing, and running meetings, and are put under mild pressure individually, learning to increase their resilience. The use of filming and then reviewing what actually happened brings rapid self-awareness and an evidence base for immediate and focused collective coaching. The practical activities are supported by explanatory talks and discussions, and all is delivered in a confidential and safe environment.
This can be pitched at any level from Directors down to junior managers (but not together), and can be a stand-alone course, or for greater value it should be preceded by the one-day ‘Fundamentals’ courses above. An excellent 5 day course comprises the two ‘Fundamentals’ days followed by these 3 days.
Aim: To provide an existing team with an opportunity to develop as a team, and individually, while achieving other work objectives, in order to rise to a higher level of performance.
Content: The team, from a middle management team to the Board, follows a balanced programme of real work (eg agenda setting) and exercises which include team diagnostics, cohesion building, and relationship development. The event is designed with the client, around the team and work context, and the position of the leader is handled carefully. Filming and review of activities are the basis for much of the development, along with explanatory talks. This can be an Away event or at the normal work-place and is stand-alone, or could incorporate the Teamwork Fundamentals day.
Aim: To provide participants with knowledge and ideas for achieving results in difficult contexts, in order that they should tackle complex initiatives and projects with greater wisdom and confidence.
Content: This course is designed for those leader-managers who are responsible for turning ideas into reality, but do not control all the ingredients for success – who have to influence beyond their authority or get results in a resistant environment. It covers how work can be best structured, threats contained, collaboration and networks developed, and how critical work relationships can be built and sustained. It can be a stand-alone course for senior leader-managers or a useful follow-on for those who have completed any of the other leadership and teamwork courses.
Aim: To inform and stimulate thinking about leadership, organizational culture and performance, in order to inspire leaders to create the conditions for higher performance in their organisations.
Content: This course is aimed at those who might influence the culture of an organization or department. It develops understanding of how operational performance is affected by the climate of the organization or department, and how this is influenced by leaders. It explores different cultures of control, decision-making, tasking, delegation, and multi-disciplinary coordination, and the communication rhythm for high performance. This can be a stand-alone course for more experienced leaders, or a useful follow-on for those who have completed the Practical Leadership course.
Leadership Aptitude Assessment of recruitment or promotion candidates from graduate recruitment level to directors, using assessment centre techniques and psychometrics.
Leadership Diagnosis of leaders and leadership teams by direct observation of routine work supported by psychometric analysis.
Facilitation of work reviews/debriefs, or large conferences, including programme design.
Coaching of individuals in leadership and senior management positions.
Consultancy on leadership, team and organizational challenges.
Speaking engagements on leadership and teamwork.