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Being versus Doing

A large organisation, with highly skilled technical leaders, found themselves lacking change management skills. With an ambitious Transformation Plan and limited time for delivery, they recognised a need to set their leaders up with some softer skills.

The Leaders in this NHS Trust, with multiple hospitals and 8,000 staff, agreed to focus on ‘being’ rather than the ‘doing’ to garner the engagement and support required for their significant change plans to succeed.

This case study is an example of a Business Psychology intervention delivered by a Consultant who is not a Chartered Psychologist. Instead, with an MA in Strategic Human Resources Management, she effectively applied psychological theories and models to this work in practical ways.

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