Leonard Cheshire Disability: Performance and development

I t was with great anticipation that I joined Leonard Cheshire Disability in March 2010, a time when the organisation was seeking to change its culture: to modernise, manage costs and streamline its operations while remaining true to its values. I was delighted to find myself leading a team of talented professionals, full of energy and highly engaged with the organisation and its vision. One of my first tasks was to introduce a new performance management process. In this I was able to start from a firm foundation, the result both of my predecessor’s legacy, and a new competence framework designed by our newly formed change directorate, under its head, Mick Munro. This framework is now being embedded within the organisation and will underpin how we measure and manage performance, as well as the way we recruit and develop our people.