After 20 years in senior HR positions in the UK, North America and across Europe, achieving significant cost saving synergies between previously competing organizations and working in Toronto on a $1.4 billion deal I founded CTL.

By gathering together a group of specialists, who have worked in industry and become as passionate as me about unlocking potential to transform organisations, we’ve developed 4 key streams of focus:

Transforming Leadership Capability. Setting Strategic Direction. Driving Transformational Change. Business Recovery.

Our approach is quite simply to work in partnership with you, get to know your business, your people and your customers so that we can offer you the very best bespoke solutions. The key to is culture, get this right and transformational business improvement will follow.

Transforming Leadership Capability

We support and develop leaders, using the latest insights and techniques emerging from neuroscience research. Grounded initially in the UK nuclear sector we’ve built a uniquely successful track record of successful cultural transformation and employee engagement across industry

Working in close partnership with companies such as EDF Generation, EDF New Build, Sellafield Limited, Urenco, Shaylor Group, Finning PLC, Colmore Tang, Hexagon Metrology, HDNL, EPSON and RICOH we have delivered multilevel leadership programmes to over 2500 leaders at all levels across the industry.

Transforming Leadership Capability

Leading Transformational Change PDF Cover

The following impact has been attributed by our clients to you programmes:

  • A strategy to bring together senior teams and achieve cost saving synergies between previously competing organisations; subsequently being recognised as the most cost effective of all the UK electricity generators
  • An employee engagement model, measured by external benchmarking, which helped achieve record levels of motivation and increased customer service standards (by over 40%!).
  • Working in partnership to develop and deliver a leadership programme to a blue-chip UK organisation. This has been recognised with 2 national awards and included additional interventions designed for Technicians and Inclusion programmes for all staff
  • Working with senior teams across a number of businesses, most recently a national renewables company to facilitate them to reorganize, develop and communicate their business strategy
  • The development of career and talent management processes for a Company about to embark on the largest construction project in Western Europe, as well as designing and delivering Engagement Workshops for all their leaders.
  • Increased maintenance programme adherence from 70% to 95% and an 80% reduction in Engineering Action Backlogs
  • A 30% improvement in work management productivity and time spent by leaders with their teams up by 20%
View Youtube Video

See a typical intervention

Sizewell workshop video

Setting Strategic Direction

Working in close partnership with senior teams ensure these organisation and create robust and resilient strategic plans that are logical, have personal accountability built in and can be communicated to their workforces in ways that immediately resonate with them.

Setting Strategic Direction

Strategic PDF Cover

Our current strategy portfolio is focused on helping one client build their business from a turnover of £200m to £300m. We are also working alongside multimillion pound business units to set a strategic direction for their business, create and sustain transformation projects as well as refocusing their competency framework to ensure leadership behaviours are aligned to the strategic intent.

View Youtube Video

See how we involve staff with strategy

Shaylor workshop video

Driving Transformational Change

Leading and sustaining Organisational and cultural change is an ever- present challenge to your busy leaders. Working with senior teams we have developed an intensive workshop technique which enables teams of leaders to tackle ‘legacy’ and recurring problems by setting themselves the task of changing a behaviour that’s holding their businesses back into one which supports their business transformation.

Recent projects have included driving up levels of authority and empowerment, establishing greater personal accountability and improving safe working behaviours.

Driving Transformational Change

Transformational Change PDF Cover

"It is difficult to provide a quantitive value of the leadership academy’s impact on this improvement as it can only ever be subjective. However with the changes I have seen in Heysham 1’s team, if they can continue to maintain the 5 day average improvement we have seen in refuelling outages since they have been through the academy (which by my estimate has increased our output by approximately 6.5GWh per year of which it is reasonable to judge 30% as being attributable to the Nuclear Leadership Academy programme) then the benefit could be valued in tens if not hundreds of thousands of pounds every year".

Ian Stewart - Heysham 1

"A key aspect of helping transform Hunterston from a poor performing station to one of the fleet leaders has been Leadership and teamwork. Hunterston did not get a Management Effectiveness 'Area for Improvement' in their recent WANO review relating to management expectations not being enforced and managers not correcting performance deficiencies in the field, the first station in many years not to receive one. This is testimony to their strong leadership which is reflected in their engagement with the academy programmes."

Colin Weir - Hunterston B

"The development programmes undertaken by my leadership team have been the catalyst for the turnaround in his station’s performance (a fact recognised and reported in the recent Nuclear Inspection and Oversight Management and Leadership Review that identified station leadership as a strength and attributed the academy as a contributing factor to that strength."

Alan Oulton – Heysham 2

Business Recovery.

This activity specialises in businesses and teams who have serious backlogs or intractable problems that are costing their business. We work with teams to develop full recovery programmes. These can range from delayed and overrunning projects through to specific tasks to reengage disengaged employees and drive empowerment down to the optimum level of the business

We deploy a deceptively simple techniques to ensure recovery projects are focused, have crystal clear criteria for success and are planned out with specific outputs, timescales and accountability.

WE WORK WITH A RANGE OF BUSINESSES FROM DIFFERENT SECTORS TO HELP THEM GET TO WHERE THEY WANT TO BE

News

RESILIENCE – SO, WHAT’S THE SECRET?

When we talk about leadership in the workplace, there are literally hundreds of buzzwords, new-age techniques and tricks of the trade [...]

Read more

Events

CTL Speaks at Top Nuclear Conference

Our very own Claudine Robson spoke this week at the annual Nuclear Power Plant Life Management & Extension Conference in Paris, [...]

Read more

Don't just take it from us

We asked John to help us to develop a Corporate Social Responsibility programme and he expanded that to help us to develop our values, define our critical success factors and key deliverables for the year ahead.” He also showed us how our business plan could be restructured to provide a coherent company vision, mission and strategy for communication to our staff. Using his HR background John has rewritten our performance management process, trained the assessors, helped us to identify cost savings and acted as a sounding board for thorny hr issues.

  • Steve Shaylor
  • CEO Shaylor Group

We’ve used CTl on a regular basis. They have assisted with IR strategy, coached senior managers, created team days for my team, as well as developing a high performance team intervention that built on work the senior team had experienced in San Diego.

  • Mike Davies
  • HR Director Finning UK Ltd

CTL came into the company during a specific phase of organisational change when the company needed to realign itself to meet rising competition in the home delivery market. In particular John’s strategic approach to industrial relations led to the creation of a coherent stakeholder strategy founded in the practical reality of IR.

  • Pete McCarthy
  • HR Director HDNL

We’ve been working with CTL for over five years, during which they have designed our HR systems, helped to coach and develop my management team. They have seen us successfully through a number of challenges always acting to protect and minimise the company from legal risk.They now take responsibility for our three quality systems as well as providing our project management capablity.

  • David Brown
  • UK MD Hexagon Metrology

Thank you for your message and for the documents/information you have sent over. I’ve not had a chance to go through it all yet as last week was manc!!! I’m sad our coaching has ended and so thanks for all of your very useful help and advice, it has all been very much appreciated.

  • Carol King HR Director
  • Lakehouse Construction

We asked CTL to provide support to our Nuclear Leadership Foundation programme in three areas, industrial relations, handling disiplinary, capablity and grievance situations, and emotional intelligence. Feedback from the delgates has been unprecedentedly great and the emotional intelligence session, in particular, is the catalyst for a major leadership culture change in our business.

  • Michael Tipper
  • Nuclear Ledership Foundation Programme Manager EDF

I would like to thank you for week 1 and 2 of Leadership Foundation programme. What I really like is the way you get us the trainees to interact with each other and engage the experiences within my ALG and the bigger group. I feel your training style for this course is meeting my requirements and the bigger group as discussed with my colleagues. I look forward to utilising my new tools and techniques and learning from my mistakes, as no doubt I will encounter a few due to everyone being different.

  • John Gibson
  • EDF Generation

We’ve used CTL regularly over the past five years. Initially they came into our organisation to beef up our HR processes, documentation and policies. They wrote the job descriptions that form the basis of our current organisation, designed and trained us to use our performance management system, as well as providing a foundation programme of management development for all our first line leaders.

  • Debbie Thornton
  • HR Director Premier Medical
Mrs Badger Moves Home

WHY DID THE
BADGER CROSS
THE ROAD?

This is the first in a series of books designed to capture the imagination of managers and enable them to lead more effectively. In the book, they pull together key themes from their nationally recognised workshops for teams of senior leaders and demonstrate that leadership and change are the lifeblood of organisational success in today’s business environment.

You can discover more about how they can transform leadership in your organisation at www.ctlconsult.com or, purchase your own copy of Mr Badger Moves Home from iBookstore & Amazon.

Amazon Logo
Apple Logo
CTL bottom logo

The Boat House, 6 Southwell, Riverside Bridgnorth Shropshire UK WV16 4AS

07921 568330 / john.herbertctl@gmail.com

  • Address: The Boat House, 6 Southwell, Riverside Bridgnorth Shropshire UK WV16 4AS
  • Tel: 07921 568330
  • Email: john.herbertctl@gmail.com