A podcast featuring real conversations with awesome people doing interesting stuff in government and the public sector. Connecting passionate public sector reformists from around the world with inspirational content.
Created by Kylie Havelock and Kamalah Brown, who have made 27 episodes covering interviews with public service leaders from around the world. They have written about their experiences of creating the #OneTeamGovPodcast.
In our first ever show we chat to Kit Collingwood; co-founder of the One Team Gov public sector reform movement. Kit is a senior civil servant who is passionate about public services that work for everyone, and about modernising…
“#OneTeamGov is the place where any and all can build their idea of the future. If we were a Lego set, #OneTeamGov would be the green baseplate. The pieces, the vision, the build — up to each and every one of us.”
One Team Gov is a public sector reform movement whose aim is to take practical action to improve public services and reform the way we work. As a movement we continue to grow, with more people from around the world getting involved. …
It started where many good things do — with a tweet.
This tweet led us to a place where something beautiful emerged that we didn’t expect. Before we knew it, we were hosting a global One Team Gov event, with more than 200 people registered to attend. (Thea Snow says it was definitely the biggest event she’s ever organised almost entirely by accident…!)
But first, let’s go back a few steps…
The Future Leaders Scheme (FLS) is one of the Civil Service’s Accelerated Development Schemes, aimed at high-potential grade 6 and 7 civil servants. You can read more in this guidance note or via Civil Service Learning, Future Leaders Scheme. It ‘provides a leadership development curriculum, which supports civil servants in accelerating their development as well as learning more about their personal leadership effectiveness.’
I know several people from One Team Gov that have applied for the Future Leaders Scheme in the past few years. I facilitated the Exploring Future Leadership Discovery Workshop that was inspired by the Twitter discussion, following…
*If you have not read our first and second blog posts, it would be helpful to read them first before continuing on to read our final blog post. We’ve included the links below*
This is the third and final post in a three part series in which we look at our work on the human side of relationship building across the UK Civil Service. Last time we talked about our reflections on what formal initiatives might need to consider when bringing in the informal, whether designing or operating.
In part three of this…
*If you have not read our first blog post, it would be helpful to read it first before continuing on to read our second blog post. We’ve included the link below*
This is the second post in a three part series which will look at our work on the human side of relationship building across the Civil Service. Last time we talked about our reflections as change makers trying to work in new ways with old systems, where we have each tried to bridge between strategic aspirations and real-life practice.
When we wrote…
This is the first post in a three part series which will look at our work on the human side of relationship building across the UK Civil Service. This first post is about our reflections as change makers trying to work in new ways with old systems, where we have each tried to bridge between strategic aspirations and real-life practice.
As we start to write this, we’re wondering if it is a good idea. Whilst the work we do is practical and important, sharing it involves unpicking the complex, confidential, and conceptual aspects…
One Team Gov teamed up with the Directors’ Network and the National Leadership Centre to develop collective leadership across government. This type of leadership needs a fundamental mindset shift, as well as time and space to think how best to work collectively.
It is our responsibility to develop collective leadership, nurturing cultures of collaboration, experimentation, and creativity — with openness, learning and willingness to take collective action at their core. So, we are playing out a large scale experiment on how to grow a community of Directors committed to collective leadership, co-creation, and building cultures that support collaboration.
We’re writing this blog post to continue our series on growing the community of Directors committed to collective leadership, co-creation and building cultures that support collaboration.
Leading public services has always been tough — we have to tackle complex societal issues which no single organisation can face alone, especially during these times. As public sector leaders, Directors are at the forefront of this, wrestling with the systemic and interrelated nature of many issues.