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“The fabulous reflection for me was the way in which the tools are used spontaneously, and the level of the positive challenges and debate within my team are absolutely as a result of the work that you have helped us with. I’m really starting to see some of my people shine and I know that the work that you have led with us has really put us on the path of being the best we can be. 
 
Thank you and thanks to your team for making a real difference to how we do business.” 
 
(Zoe Durrant, Assistant Chief Officer, People, Wiltshire Police) 
 
Aspirational picture of man on a mountain

 Supporting the new Chief of Wiltshire Police in his role. 

Background 

 
In April 2013, Wiltshire Constabulary had appointed a new Chief Constable and experienced substantial changes in the make up of the wider senior leadership team. They also faced significant legacy issues that were impacting on the culture and morale and had an ambitious change programme to complete in partnership with the local authority. The new Chief Constable was determined to develop a high performing senior team, create a high performance workplace and a performance culture where everyone felt engaged and empowered. 
 
Ultimately Wiltshire Constabulary was seeking to put effective leadership at the heart of a values based people strategy, thereby delivering high quality services to its public, stakeholders and staff. 
 

How Footdown Helped Wiltshire Police create a shared vision 

 
The first step was the deployment of Footdown’s diagnostic tool to quickly and accurately reveal the key issues within the organisation. A facilitated workshop explored the results and helped the team rapidly gain alignment on the action required and an agreement on an appropriate set of high impact solutions aimed at accelerating performance. 
 
Footdown then ran an Insights Discovery colour profile analysis with each member of the senior leadership team which provided them with a common language and framework for a greater understanding of their impact and influence. The profiling workshop was then integrated into a coaching workshop and rolled out to key leaders across the organisation. Thereafter Footdown lead an ambitious ‘leading change’ programme with the Senior Team over a 6 month period, a key component being an ILM level 5 coaching qualification. During this first phase of work the constabulary also took the creative step of putting fifteen high potential people, from all ranks and parts of the organisation, through an intensive Footdown leadership development programme. The purpose of this was to create a group of ambassadors to help drive and lead the change required throughout Wiltshire Police. These associates deployed the iFootdown diagnostic tool with their own teams to identify priority issues and check for alignment. This allowed for the sharing of results and learnings. 
 
During 2014 the use of Footdown's F1.1 HPW Diagnostic suite was extended to the newly formed senior leadership team with a specific focus on creating a high performing team. This provided a rapid insight into the performance, culture and level of engagement within the organisation. Further workshops resulted in the senior leadership team committing to track progress by completing the diagnostic at regular intervals and doing a “deeper dive” within the organisation. 
 
Throughout both phase 1 and phase 2 the diagnostic has been deployed to ‘temperature check’ progress against the programme aims and to test other key aspects of performance such as “resilience” following a key part of the change programme. The programme achievements have been endorsed by the results of a recent staff survey (85% agreement that Wiltshire is a values lead organisation). The constabulary are about to embark on phase 3 with Footdown. 
 

High Performing Team with an Aligned Outcome 

 
The senior team quickly engaged in far more honest and open debate, enabled by the Footdown's F1.1 diagnostic tool which accurately revealed the key issues within the organisation. The profiling workshops helped create a common internal language and understanding for improved communication. The values of the organisation became embedded in the way they acted and operated. 
 
As well as this, the fifteen associates became more confident to take an active role in leading change throughout the organisation.