Antoinette Oglethorpe

Antoinette Oglethorpe

Milton Keynes, England, United Kingdom
10K followers 500+ connections

About

Hi, I'm Antoinette. I run an award-winning training and coaching company specialising in…

Articles by Antoinette

Activity

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Experience

  • Harvard Business Review Graphic
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    United Kingdom

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    United Kingdom

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    United Kingdom

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    United Kingdom

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    United Kingdom

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    United Kingdom

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    London, United Kingdom

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    United Kingdom

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    United Kingdom

Education

Volunteer Experience

  • PSP Association Graphic

    Trustee

    PSP Association

    - 3 years 1 month

    Member of the Board responsible for ensuring the PSP Association:
    - has a clear set of goals or strategy
    - is making sure the action to achieve those goals is being taken
    - meets its legal and financial obligations

Publications

  • Grow Your Geeks - A Handbook for Developing Leaders in High-Tech Organisations

    Rethink Press

    How can you develop leaders who can sustain the fast growth of your business?

    Fast-growing, high-tech companies face unique challenges. Often, they've grown quickly because they've got brilliant technologies, products, and solutions. But, if you don't have enough leaders with the capabilities and experience to take things further, your growth could stall.

    "Grow Your Geeks" helps CEOs, senior leaders and HR professionals to:

    1. Build a meaningful business case so you get…

    How can you develop leaders who can sustain the fast growth of your business?

    Fast-growing, high-tech companies face unique challenges. Often, they've grown quickly because they've got brilliant technologies, products, and solutions. But, if you don't have enough leaders with the capabilities and experience to take things further, your growth could stall.

    "Grow Your Geeks" helps CEOs, senior leaders and HR professionals to:

    1. Build a meaningful business case so you get the buy-in and commitment of key stakeholders.
    2. Align leadership development with your growth strategy to ensure ongoing business success
    3. Define the leadership skills and capabilities you need to compete successfully in the market
    4. Develop your leaders so they have the skills and confidence to grow the business
    5. Create a culture to identify and nurture talented future leaders within the organisation

    See publication
  • The Ripple Effect

    Coaching at Work Magazine

    This article describes how a single coaching initiative at the NHS, with only modest support, led to shifts in management thinking, enhanced leadership capability and a reassessment of customer-facing practices

    Other authors
    See publication
  • Resolving Conflict in the Workplace: PARTNERing for Success

    University Forum for Human Resource Development

    Conflict in the workplace can take a number of different forms and degrees. It can occur between team members, between managers of different departments or between
    managers and staff. It can damage personal and business relationships, can result from personal interaction or organizational culture and it can arise spontaneously or build
    over time. This paper illustrates a fresh approach being used in real organisational practice. The paper suggests a more
    effective partnership approach…

    Conflict in the workplace can take a number of different forms and degrees. It can occur between team members, between managers of different departments or between
    managers and staff. It can damage personal and business relationships, can result from personal interaction or organizational culture and it can arise spontaneously or build
    over time. This paper illustrates a fresh approach being used in real organisational practice. The paper suggests a more
    effective partnership approach which develops line managers to have the skills to recognise conflicts and have the confidence to deal with them at an early stage, resolving through effective communication and dialogue.

    Other authors
    See publication

Projects

  • Improving Performance Through More Effective Performance Discussions

    In 2008, a Health Care organisation was striving to develop an internal performance culture. The organisation had designed a new Performance and Development Review (PDR) process that defined the behaviours needed to deliver its vision and values. The challenge they needed help with was the launch the new PDR process and to ensure managers used it as the basis for effective performance discussions. I designed a strategy consisting of three elements including training in how to have effective…

    In 2008, a Health Care organisation was striving to develop an internal performance culture. The organisation had designed a new Performance and Development Review (PDR) process that defined the behaviours needed to deliver its vision and values. The challenge they needed help with was the launch the new PDR process and to ensure managers used it as the basis for effective performance discussions. I designed a strategy consisting of three elements including training in how to have effective performance discussions using professional actors. Uptake of the new Performance & Development Review (PDR) process was high and anecdotal evidence showed that significant numbers of staff at all levels noticed observable differences in behaviour of those who attended the workshops. Managers had handled difficult conversations constructively. They had dealt with underperformance. And they had recognised high performance. Staff survey results showed better scores on Appraisal, Training and Learning & Development.

    See project
  • Helping Employees Take Ownership by Creating a Coaching Culture

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    In 2008, Mark McKergow, the Director of sfwork – The Centre for Solutions Focus at Work, invited me to be the Programme Director for a ‘Solutions Focus Coaching for Leaders Programme’ for an NHS Trust. The Trust recognised that a key role of its senior leaders is to support and develop levels of management and leadership at all levels. So they wanted a programme that would help these leaders adopt a coaching style of leadership with their staff. I was privileged to deliver the programme for…

    In 2008, Mark McKergow, the Director of sfwork – The Centre for Solutions Focus at Work, invited me to be the Programme Director for a ‘Solutions Focus Coaching for Leaders Programme’ for an NHS Trust. The Trust recognised that a key role of its senior leaders is to support and develop levels of management and leadership at all levels. So they wanted a programme that would help these leaders adopt a coaching style of leadership with their staff. I was privileged to deliver the programme for thirteen groups of managers, nearly 200 managers in total. The managers reported a number of benefits. Solution-focused coaching wasn’t a silver bullet but it helped them to create a more positive culture and allowed them to make progress in a number of challenging situations.

    See project
  • Developing a Practical Approach to Partnership Working

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    One of my clients is a large nature conservation charity. A manager at the charity contacted me to ask for help with a workshop he had planned for his team. He described the problem he was trying to address like this “It’s not quite ‘conflict resolution’ (that makes it sound a bit too much like a war zone or something), but more about how to persuade others and work productively with them to achieve our goals. We rarely have daggers at dawn but we’re often frustrated by what we see as…

    One of my clients is a large nature conservation charity. A manager at the charity contacted me to ask for help with a workshop he had planned for his team. He described the problem he was trying to address like this “It’s not quite ‘conflict resolution’ (that makes it sound a bit too much like a war zone or something), but more about how to persuade others and work productively with them to achieve our goals. We rarely have daggers at dawn but we’re often frustrated by what we see as barriers from others.” I designed a workshop for the charity using brain-friendly techniques that engage both halves of the brain. And used my PARTNER model as a framework. At the end of the workshop the manager said “That was just what we needed. The PARTNER model is practical, useful and immediately applicable. We are going to use it to think through every partnership we work in.”

    See project

Languages

  • English

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