Lots going on at Mission this week, multiple proposals written and plans for our marketing for 2010. Chris and I will be attending the People Development Summit in Barcelona this March and we will be hosting a number of open days later in the year.

No surprises in the latest CIPD report now available at : www.cipd.co.uk/shapingthefuture

Quote:
“We’re finding that emerging concepts fall mainly into three key areas and we have refined the focus of our research to reflect these:

Employee engagement

Engaged individuals will work more effectively, connect better with customers and go the extra mile which will translate into organisational performance. Past CIPD work has found that to be engaged, employees need to have the right environment, an HR model which aligns individual discretionary effort with the organisation’s strategic goals and effective managers.

Leadership

There are a set of behaviours exhibited by effective leaders which will motivate and engage employees. These behaviours also support the translation of employees’ discretionary effort into business performance.

Organisational Development

Organisations need to have a planned and systematic approach to enabling sustained organisation performance through the involvement of its people. Organisations should engage in continuous reviews of their internal context and external pressures. Those that do are more likely to develop the flexibility and responsiveness to adapt to fast changing market pressures. The process will be enhanced by effective HR which constantly seeks to enhance the people resource of organisations.
Although these three themes appear to be the main drivers of sustainable organisation performance, we expect other insights to emerge as the work progresses. So there will also be a fourth area of ‘emergent insights’”

Another busy week - off to see a large bank about a new programme tomorrow, an existing programme with another bank and a meeting to discuss Mission and its CSR programmes for this year. Thereafter in the Welsh office writing new material for our existing programmes, sorting out our marketing events for the spring and organising future meetings. Follow us on Twitter too Mission Team -

Missions accomplished:

We have delivered for:

Mission’s exciting partnership with ASDA UK

After a highly competitive tender process in early spring Mission was selected a preferred supplier for ASDA across a range of Leadership portfolio programmes, to be delivered to ASDA’s senior leadership population. A team of seven Mission Consultants now deliver the programmes at sites across UK, from Aberdeen to the Isle of Wight. Our preferred supplier status has involved a very close partnership with ASDA’s learning and development team and has included the detailed design of a number of core programmes for their managers, specific to their hugely demanding and highly competitive retail environment. This portfolio includes programmes such as “Planning to Deliver,” which is based on Missions approach to delivering strategy from executive level right down to the shop floor. Through empowering communications, a common language, basic planning and decentralised decision making, ASDA’s leaders become enabled to deliver, short and medium term strategic objectives.
One of Missions delivery team is Toby Wilsher, a professional actor, Theatre Director and Communications Coach. Toby has designed a series of programmes, which combine his unique experience to give ASDA’s leaders the skills and confidence to deliver” Powerful Presentations” and conduct effective “Crucial Conversations and resilience ” with colleagues, suppliers and their teams. By the end of November 09 Toby will have delivered 45 one day workshops to 500 managers located across UK. Toby’s average feedback score across all programmes to date is 4.75 out of 5, which we are all delighted with!

BTW and Accenture select Mission.

“Successful Talent Framework adopted by each line of business for BT Group”
Mission delivered year one of a major Talent Development programme for BT Wholesale this year, in partnership with global consultancy Accenture, who manage the programme for BT. Wholesales Talent population of 120 was split into different bands of seniority from Emerging Talent to Rapid High Potential to Potential Leadership Team Successors and Missions Talent delivery team delivered a range of bespoke portfolio workshops and tailored coaching sessions across all groups throughout the year. The programme has been a huge success receiving excellent feedback across a range of independently audited criteria such as ROI, Business Impact, On the Job Impact, etc. The programme has recently been adopted by BT Group as the default Talent Framework for all BT Group Talent initiatives in 2010, which is something we are absolutely delighted about. Well done to all Missions Consultants involved with the deliver this year.

Schlumberger: Mission delivers a series of specialist development programmes around the world

Missions growing relationship with Schlumberger has continued this year despite the global economic downturn. Our delivery for Schlumberger has included the detailed design of a sophisticated recruitment and selection framework for all new joiners to Schlumberger Information Services (SIS). The assessment, profiling and design work was conducted in London and Houston by Julia Carden, Mission’s Assessment and Selection specialist. The framework adopted includes all candidates completing 16PF preference awareness questionnaires and the training of all SIS Senior Managers in interview techniques as part of their personal development.
Justin Featherstone MC has also worked very closely with Chris Mcleod in the design of a one week Leadership Development programme for SIS Senior Global Account Managers. The programme pilot was delivered in Paris in October and received outstanding feedback from a multinational group of managers. Six more programmes have been planned.
This month Justin has also facilitated a three day Global Account Managers programme in Houston, again with excellent feedback.
We have conducted further Front Line Manager Leadership seminars and our current one day leadership programme has been extended to two days with teams involving Richard Tarran, Clive Cosby and Dan Barnfield facilitating in Abingdon, and Gatwick, this year with plans for India in 2010.

Metropolitan Police Master Classes in support of the Leadership Academy

In September this year Mission were appointed as preferred suppliers and we now facilitate Leadership Master Class sessions for senior Police officers and their support staff from across the Met. Since September our Master Class delivery has included: Human Error Factors – Lessons from the Flight Deck by Gary Wakefield, Leading in extremes by Chris Mcleod, Personal Impact by Toby Wilsher, Leadership and Emotional Intelligence by Will Carnegie and Team Development by Jazz Cool.

Australian World skills – World Class Development

Mission extended its relationship with the Australian WorldSkills foundation this summer. Mission’s facilitating team of Kenton Cool and Steve Booker ran the programme throughout the UK. The programme delivered an experience of a lifetime for the 17 young competition winners from Australia. The competition provides the opportunity for young people to demonstrate their professional skills and capabilities in a variety of trades and professions.
WorldSkills Australia (WSA) is a national, not-for-profit organisation (established since 1981) that provides young Australians aged 23 and under the opportunity to gain new skills, compete against their peers in their chosen trade and fast track their skills and career development.
Their purpose is to promote and build a skills respect culture by celebrating skills excellence, inspiring young people and providing them with an opportunity to showcase their trade and skill talent. They achieve this goal through competitions held on a Regional, National and International level.
The programme has been running for 10 years with Mission and is a highlight in our training calendar. Mission’s programme honed over the years forms the international prize for the 20 competition winners.
The delegates experience leading psychometric profiling tools and feedback, leadership theory and practice and a range of stretching outward bound activities. The facilitators stay with the group over the entire two weeks mentoring and coaching them in every aspect of the programme. This combined with the fireside leadership stories combine to make this one of our most inspiring and worthwhile programmes. This year Kenton spoke about his seven Everest summits and his experience of guiding Ran Fiennes up the North face of the Eiger.
“I was one of the 17 Australians that come over on the BBM/Worldskills Mission Performance Leadership Challenge. It has been the catalyst for great change in my life. Since return from the course I now understand my self, my motivations, my weaknesses and those around it. It has taught me so much about myself and how to equip myself and those around me with a bright, successful and sustainable future. The skills gained from the course have allowed me to gain more further scholarships and I will now travel back to the UK and Singapore from personal coaching and advanced business training next year – which I am very excited about.
I was just wondering if there was any material from the course you worked with us on, or any other courses for that matter, you could send me to look over. I have be looking high and low for some more material but am finding it hard to get my hands on material as good as the information supplied by Mission Performance. It is purely for personal use and wont be distributed or passed around if that is a concern.
Look forward to hearing from you and once again thank you so much for your time, effort and life changing lessons.

RBS community investment programmes across 40 separate countries

Mission demonstrated its CSR credentials this year when it delivered £2.1 million in ROI for a global CSR programme delivered over five days. You can read how we delivered it in our case study entitled ‘One Week in June”
Mission Performance Leadership was used to deliver it so cost effectively. Feedback on all levels has been exemplary.
RBS a service excellence programme for their offshore hub operations
Mission designed and has begun to deliver a service excellence programme for the European Finance Hub of RBS based in Poland. The programme focuses on turning the team leaders from subject matter experts to leaders of service delivery. It began with a comprehensive design phase across the operations in Warsaw and London. This phase identified the gaps in the current service proposition that the leaders could influence. The delivery phase began in November with a series of one day ‘how to sessions’ designed to raise the level of service leadership and competence amongst the target group. This activity was combined with a series of internal initiatives. These initiatives were designed to aid the application of the content and to network the cohort with key business stakeholders.
The programme is being considered for delivery in India and Singapore in 2010.

Change management and the NHS

Mission was engaged to provide a series of programmes to support a senior management team through a period of unexpected change.
As a team they had not experienced a bespoke and detailed training programme before. The design phase enabled Mission to develop three one-day workshops in partnership with the HR team and the CEO. The programme aimed to support them as individuals and as a team through the organisational change.
Their hospital is a world-renowned institution. Mission was acutely aware of this and spent much time designing and refining the content and support activities to ensure that the programme exceeded expectations.
The three workshops followed Mission’s model of high performance entitled CCI. The first module defined and supported the cultural aspects of the change process from an individual and a team perspective. The second module defined the clarity of the change process. The third linked it all together by defining the key means to achieve true interdependence.
Many commented that it was the best training that they had ever been on.

Kent County Council’s future leaders programme

This Future leaders program of four modules are being delivered by Justin Featherstone MC.
The first module is entitled ‘What is Public Sector leadership?’
This module will focus on the individual, their strengths and the nature of effective leadership and teamwork within KCC. The second module entitled ‘Partnership, collaboration and community’ will build on the self awareness, behavioural and values-based framework of Module 1. The third module entitled ‘Trust and communication’ will examine governance and the Public Sector. It will discuss methods of delivering an environment of openness and trust and removing the fear to conduct crucial and courageous conversations.
Dates are planned for the second programme to be rolled out next year.

Aviva’s Academy

Mission were appointed to Aviva’s Leadership Academy over the summer. We are one of five organisations providing specialist coaching and team development support to the academy. We are proud to be working with Aviva. More to follow in the new year.
Other significant missions have been:
Speeches including two by Will Carnegie for Reed Business Information, and one for Game by Charlie Smith which also involved a sailing day with a team of Associates; Clive Cosby, James Allen, Debbie Hawden, PJ Stevens and Rachel Dickinson.
The provision of additional support to Eng D Advanced Leadership programme for University of Surrey – Dan Barnfield
Thomson Ecology Personal Effectiveness and Development Portfolio – Will Carnegie and Richard Tarran

Mission Performance has been very busy since we last spoke. We have been engaged in servicing and delivering our contracts with our colleagues at ASDA, BT, RBS and Schlumberger. All these contracts have been positively received for their learning and on the job results.

As the largest training provider to ASDA in the UK we have been delivering a range of skill based workshops as part of the core curriculum. Each programme has received excellent feedback. As well as a range of leadership programmes, Mission’s Team Development specialists delivered a large conference day for ASDA’s top finance team very recently. As you can see we delivered.

“Firstly a huge thank you for yesterday - it worked so well and Mission did themselves proud!”
Chief Financial Officer ASDA

Delivering BT’s Talent programme with Accenture has been an outstanding success. The programme continues to receive the most positive feedback of any internal development programme delivered for BT by an external supplier. We are in discussions this week to consider the look and feel of the curriculum for 2010/2011.

Schlumberger continue to receive a range of development and assessment programmes. From first line managers workshops to the development of an internal selection process to identify sales aptitude across multiple cultures and geographical regions. As with all of Mission’s programmes we have provided Schlumberger with the knowledge and skills to do it for themselves. We are set to deliver more for them as we head through summer.

RBS and Mission have recently delivered one of the largest and most successful employee engagement programmes ever attempted. Through the medium of Community Engagement, 40 separate countries came together to deliver something meaningful in their local communities. This project was conducted at a time of huge change and upheaval at the Bank. Credit must go to the thousands of people who got involved despite their own personal situations. Recent estimates are indicating a return of investment of in excess of £2 million pounds.We hosted the Australian Worldskills organisation this month. Kenton Cool (of Everest ER) Steve Booker, Dan Barnfield and Clive Cosby combined to deliver an exceptional personal development programme. Using a suite of tools and a range of practical activities the team travelled widely throughout the UK culminating in a dunking at the Royal Navy’s sinking ship simulator in Portsmouth. We hope to continue our 10+ year working relationship with them next year.

Other significant developments are that Mission have been appointed to Aviva’s Leadership Academy as a preferred supplier for senior team and executive development and coaching. In addition Mission has been selected by the Metropolitan Police and the Civil Service of United Arab Emirates to work with their senior leaders and teams.

We are in negotiation with a variety of clients on a number of projects. These include a global IT service provider, a national accounting firm, a Global Bank, a very large county council and a UK based financial organisation. Details to follow.

Mission also put a team into the Mont Blanc Marathon raising money for an orphanage in Kenya and for cancer research via the Geoff Thomas foundation. You can still sponsor us via the Mission web site.

As you can see we have been busy and will continue to work even harder for you.

Our mission is to deliver exceptional development programmes that transform individual and team performance. All of our efforts are directed at this, it is our main effort.

Background:

One Week in June was a global community engagement programme designed to (1)

build a global team (2) engage the global RBS Manufacturing Operations community

and to (3) deliver something meaningful for worthy local charities around the world.

Mission Performance pioneered One Week in June as a means to develop a shared

sense of purpose across 40 countries. Mission also designed and supported the project

globally on behalf of its sponsor and global head Rob De Ridder.

The programme was facilitated using Mission’s approach to developing and leading

organisations and teams.

The project cost less than £12,000.00 to deliver but returned in excess of £2 million in

net value to RBS Manufacturing Operations globally.

What happened?

Mission delivered a successful community team development programme in Chennai

(India) for the GTS operations board of RBS Manufacturing Operations in July 2008.

Following the success of the programme the team leader, Rob De Ridder was keen to

enable others to take part in similar experiences. His specific objective was to reach out

to those less fortunate than themselves and to give something back by working with their

local communities.

In discussion with Rob, Mission suggested that they replicated what they had achieved

in Chennai for every location that RBS Manufacturing Operations had a presence. From

this initial discussion (over dinner) the project was officially sanctioned. Mission began

working with Claire Gillingham (HR) and Sara Moxon (Communications) to develop the

plan.

Initially Mission designed and led the programme until it reached a stage where it could

be managed by a small global steering committee of which Rob Lewis was a member.

Mission provided the principles and ethos against which the programme was delivered

The scale of the programme was huge. With just over 8000 GTS Ops people located in

over 40 countries. On a budget of less that £12k we had to think creatively.

The plan was to adopt a week in June (3 –10 June) and to enable 40+ global teams to

choose and then work with their charities during this week provided they benefited

children and/or the environment.

From a very early stage Mission Performance Leadership (MPL) was used to plan,

communicate and coordinate the project around the world. Mission wrote a briefing

document that defined Rob’s intent and mission for the project combined with a set of

realistic controls, expectations and milestones.

Mission’s view was that the project should be delivered by the global talent community at

two seniority levels. One level would operate at a regional level and coordinate the

second group working at the local level within each country. Provided that their roles

were clearly defined and that they felt empowered to make decisions this structure would

work. These Talent groups would be led and supported by a four person global steering

team based in London made up of Mission Performance, RBS Communications and

RBS Community Investment representatives.

This also underpinned the principle that the project would be faciliated by those most

qualified to do so at the local level. This approach also provided a perfect opportunity to

exercise the talent in building and leading project teams around the world. It also helped

to maximise the net ROI,as every penny spent in setting up and paying for the project

would dilute the money raised. In addition the economic climate meant that there was

simply no budget for a project of this scale to be managed in any other way.

Once Mission had written and prepared the framework for the project, Rob DR was able

to communicate his Teachable Point of View (TPoV) to all of the regional and local

coordinators.

Once everyone understood his intent and their role in delivering it the project teams

began to execute against their regional and local missions. Thereafter there were a

series of fortnightly surgery audios designed to support the regional and local

coordinators.

This process was supported through the adoption of a series of simple control measures

to manage risk. These included a project-scoping template, a basic health and safety

risk assessment and a series of power point documents designed for discussion during

the fortnightly surgery calls.

Once the local coordinators had scoped out their proposed projects these were validated

by the regional coordinators in the first instance and then submitted to the global

coordinators for final authorisation. In every aspect of the project, trust was

demonstrated by the global steering team to ensure that decision making cycles were

shortened and ‘delegation upwards’ discouraged. All key features of Mission

Performance Leadership.

Once the in country projects had been chosen and the teams had formed using

Mission’s model of high performance team work, the work of the global steering turned

to communicating the programme internally within RBS.

Utilising a sharepoint facility and an intranet site the communication’s team galvanised

the communication for the project. They also provided a communications pack for in

country teams to engage their local colleagues.

This intranet and sharepoint site would prove invaluable during the final and latter stages

of the project as it became the communication portal to upload progress in the form of

pictures and news.

The One Week in June came very quickly and proved to be an overwhelming success.

Given that the programme took place during desperate times for RBS everyone should

feel especially proud of making the right things happen over seven days. Rob DR’s

leadership during this tough time together with the overt support of his board team were

key factors in the project’s success.

What was delivered?

The projects were diverse too many to name here but all made a huge contribution to

the lives of thousands of children and to the environments in which they live and play.

In summary:

• 43 local project teams delivered 50 projects in their communities

• 2142 people volunteered for community activities and thousands more

participated in fundraising and awareness activities

• 7539 hours volunteered - Commercial cost to hours volunteered £143,241.00 (=

7539 hours*£19)

• £54,276.00 raised for their worthy causes

• By utilising the talent population and an in house services team the project saved

£2.11m in equivalent intermediary fees

• 92% of people say they will volunteer again and there have been many

requests to repeat the programme in 2010

• 99% have a positive view of RBS in the community with 31% saying their view had

actually improved

65 % are now more aware of community investment in RBS

Principles of success:

The programme was set up and led utilising the principles of Mission Performance

Leadership. This more than anything else enabled the level of benefits detailed above.

“This was a great project to be involved in - pitched at the right level, with

the right level of support. The amount of trust shown was hugely

appreciated. We (UK North Regional Coordinators) are both experienced Ops

Managers of some years standing, so i think we relished the opportunity to

be left pretty much to it within parameters and in knowledge support

would be forthcoming if required. We didn’t need to be hand-held or spoonfed

- so big thanks for not doing so! The whole project made me feel

genuinely empowered, and I got a tremendous buzz from helping the Local

Co-ordinators. I’m not just saying this - it was a truly memorable

experience to be part of - and I feel that I played my part in making it such

a success in GTS Ops North and across the globe. Thank you for the

opportunity” Simon Smith, UK North Regional Coordinator

Mission runs a series of programmes that support the adoption of the principles that

enabled this project’s success. We teach them every week to a wide variety of

organisations in many formats.

Leadership development need not be costly or complicated. The right things done well

supported in the right way will deliver you success whatever the objective and scale.

For more information on Mission’s approach to leadership please speak to us on the

numbers below.

Background:

One Week in June was a global community engagement programme designed to (1)

build a global team (2) engage the global RBS Manufacturing Operations community

and to (3) deliver something meaningful for worthy local charities around the world.

Mission Performance pioneered One Week in June as a means to develop a shared

sense of purpose across 40 countries. Mission also designed and supported the project

globally on behalf of its sponsor and global head Rob De Ridder.

The programme was facilitated using Mission’s approach to developing and leading

organisations and teams.

The project cost less than £12,000.00 to deliver but returned in excess of £2 million in

net value to RBS Manufacturing Operations globally.

What happened?

Mission delivered a successful community team development programme in Chennai

(India) for the GTS operations board of RBS Manufacturing Operations in July 2008.

Following the success of the programme the team leader, Rob De Ridder was keen to

enable others to take part in similar experiences. His specific objective was to reach out

to those less fortunate than themselves and to give something back by working with their

local communities.

In discussion with Rob, Mission suggested that they replicated what they had achieved

in Chennai for every location that RBS Manufacturing Operations had a presence. From

this initial discussion (over dinner) the project was officially sanctioned. Mission began

working with Claire Gillingham (HR) and Sara Moxon (Communications) to develop the

plan.

Initially Mission designed and led the programme until it reached a stage where it could

be managed by a small global steering committee of which Rob Lewis was a member.

Mission provided the principles and ethos against which the programme was delivered

The scale of the programme was huge. With just over 8000 GTS Ops people located in

over 40 countries. On a budget of less that £12k we had to think creatively.

The plan was to adopt a week in June (3 –10 June) and to enable 40+ global teams to

choose and then work with their charities during this week provided they benefited

children and/or the environment.

From a very early stage Mission Performance Leadership (MPL) was used to plan,

communicate and coordinate the project around the world. Mission wrote a briefing

document that defined Rob’s intent and mission for the project combined with a set of

realistic controls, expectations and milestones.

Mission’s view was that the project should be delivered by the global talent community at

two seniority levels. One level would operate at a regional level and coordinate the

second group working at the local level within each country. Provided that their roles

were clearly defined and that they felt empowered to make decisions this structure would

work. These Talent groups would be led and supported by a four person global steering

team based in London made up of Mission Performance, RBS Communications and

RBS Community Investment representatives.

This also underpinned the principle that the project would be faciliated by those most

qualified to do so at the local level. This approach also provided a perfect opportunity to

exercise the talent in building and leading project teams around the world. It also helped

to maximise the net ROI,as every penny spent in setting up and paying for the project

would dilute the money raised. In addition the economic climate meant that there was

simply no budget for a project of this scale to be managed in any other way.

Once Mission had written and prepared the framework for the project, Rob DR was able

to communicate his Teachable Point of View (TPoV) to all of the regional and local

coordinators.

Once everyone understood his intent and their role in delivering it the project teams

began to execute against their regional and local missions. Thereafter there were a

series of fortnightly surgery audios designed to support the regional and local

coordinators.

This process was supported through the adoption of a series of simple control measures

to manage risk. These included a project-scoping template, a basic health and safety

risk assessment and a series of power point documents designed for discussion during

the fortnightly surgery calls.

Once the local coordinators had scoped out their proposed projects these were validated

by the regional coordinators in the first instance and then submitted to the global

coordinators for final authorisation. In every aspect of the project, trust was

demonstrated by the global steering team to ensure that decision making cycles were

shortened and ‘delegation upwards’ discouraged. All key features of Mission

Performance Leadership.

Once the in country projects had been chosen and the teams had formed using

Mission’s model of high performance team work, the work of the global steering turned

to communicating the programme internally within RBS.

Utilising a sharepoint facility and an intranet site the communication’s team galvanised

the communication for the project. They also provided a communications pack for in

country teams to engage their local colleagues.

This intranet and sharepoint site would prove invaluable during the final and latter stages

of the project as it became the communication portal to upload progress in the form of

pictures and news.

The One Week in June came very quickly and proved to be an overwhelming success.

Given that the programme took place during desperate times for RBS everyone should

feel especially proud of making the right things happen over seven days. Rob DR’s

leadership during this tough time together with the overt support of his board team were

key factors in the project’s success.

What was delivered?

The projects were diverse too many to name here but all made a huge contribution to

the lives of thousands of children and to the environments in which they live and play.

In summary:

• 43 local project teams delivered 50 projects in their communities

• 2142 people volunteered for community activities and thousands more

participated in fundraising and awareness activities

• 7539 hours volunteered - Commercial cost to hours volunteered £143,241.00 (=

7539 hours*£19)

• £54,276.00 raised for their worthy causes

• By utilising the talent population and an in house services team the project saved

£2.11m in equivalent intermediary fees

• 92% of people say they will volunteer again and there have been many

requests to repeat the programme in 2010

• 99% have a positive view of RBS in the community with 31% saying their view had

actually improved

65 % are now more aware of community investment in RBS

Principles of success:

The programme was set up and led utilising the principles of Mission Performance

Leadership. This more than anything else enabled the level of benefits detailed above.

“This was a great project to be involved in - pitched at the right level, with

the right level of support. The amount of trust shown was hugely

appreciated. We (UK North Regional Coordinators) are both experienced Ops

Managers of some years standing, so i think we relished the opportunity to

be left pretty much to it within parameters and in knowledge support

would be forthcoming if required. We didn’t need to be hand-held or spoonfed

- so big thanks for not doing so! The whole project made me feel

genuinely empowered, and I got a tremendous buzz from helping the Local

Co-ordinators. I’m not just saying this - it was a truly memorable

experience to be part of - and I feel that I played my part in making it such

a success in GTS Ops North and across the globe. Thank you for the

opportunity” Simon Smith, UK North Regional Coordinator

Mission runs a series of programmes that support the adoption of the principles that

enabled this project’s success. We teach them every week to a wide variety of

organisations in many formats.

Leadership development need not be costly or complicated. The right things done well

supported in the right way will deliver you success whatever the objective and scale.

For more information on Mission’s approach to leadership please speak to us on the

numbers below.

Mission refreshes its experiences on a regular basis. These form the basis for our inspirational stories and delivery.

What happens to an old challenge yacht when it has finished the racing?

Challenge Business #33 raced around the Globe with her ‘amateur’ crew in 1996, she was built along with the entire Challenge fleet in Devonport (two of the later 72ft yachts were fabricated in China). Since the race, all have been involved in extensive corporate, charters and other races, however nothing to compare with the race.

 Following the selling off of the fleet a number of the Global Challenge yachts have been bought for high latitude charters, Greenland, Iceland, Cape Horn, Antarctica, the growing expedition market has been driven by new tourist market seeking high latitude adventure.

 High altitude sailing: 

Challenge Business #33 now Jonathan IV was purchased by Mark Van de Weg a well experienced high latitude skipper in mid-2008 from her previous owner for whom I worked. He immediately hit upon the idea of converting her to a deck-saloon configuration. The plan then was where, having run his own boat yard and built two of his previous ‘Jonathan’ yachts including his current charter yacht that he has wintered on in northern Spitsbergen Mark certainly knew what he wanted and how it should be done.

 The location was not important however finding a yard that would be cost effective, competent and flexible was. Gdansk was visited by Mark with two Polish friends, Mirek a businessman based in the Polish capital and former charter guest, and Wortek a Polish friend working his summers in Svalbard as a scientist. The Spider yard was selected, the deal was struck, quicker than the yard expected and having spent a summer ashore in Cowes, Jonathan IV was relaunched with her new fixed propeller on backwards and headed east. Fortunately the throttle could be adjusted, and the gearbox can run in either direction … did not have reverse through the Kiel canal!

The refit then involved installing two water tight bulkheads, cutting out the forward cockpit above the existing saloon/ galley and extending the coach roof aft. Many challenges had to be overcome, not least of which was communication, though this was a small price for a cheery, hard working and skilled work force who worked 0700 - 1800 for four months to get the job done on time (well almost) on budget (not quite) but for 54 Zylotys (14Euro) an hour.

The deck box was converted to chain locker, a simple but practical solution a case of waste not want not that was ever present in the Poles work ethic. The saloon floor was lowered by 10cm … at 6′5″ there is not much point in spending a large sum of money on a yacht, cutting it open and spending aload more if at the end of it,  you cannot stand up straight in your own saloon! The generator was remounted, with an additional alternator. The original companion way steps were lengthened and reinstalled following the refit. The galley was given a simple but effective facelift by re-framing all the cupboard doors. The bunks were relaced with mattresses mounted on ply board with leeboards outboard and lee cloths inboard. The Saloon table was configured to provide walk through access with a simple lever hindge system. The bilge pump was remounted in the cockpit with non-return valves to make priming far easier. The anchor chain was extended to 150m … then rejected when it was found that the links were 2mm too big and jammed on the windlass. The forestay was removed (by me)  and shortened with a stainless steel section inserted below the furling drum to allow greater clearance for the anchor shaft. The list goes on … however the essence was converting her from a below decks aft saloon yacht to a deck saloon in which guests and crew can relax and soak up the beauty of the arctic.

Clive’s role:

In Jan I was out there to assist with getting the boat coded, the galley was half built, the sails were off, a tent was over the boom, there was solid ice on deck, it was seldom above freezing, oh and the boat was surrounded by a solid sheet of ice. This was new territory for me however the forestay still needed shortening and the Medical survey items needed checking the surveyor was visiting in a week and we were to be leaving in three - it seemed wholly unlikely.

I was back two weeks later … progress had been made, the galley was nearly built, some sails were on, the tent was about to be removed, there was only ice around the boat on the cold days. And I no longer needed to go aloft, Mark had recruited a 5ft blonde Polish rigger who wore a fur hat on cold days, unlike any rigger I have ever met!

 It’s tough at the top of the world: 

 Departure, generator not working, hoses blowing off the engine, heaters cutting out … freezing on deck, cold below … a sail ripping. Winter in the Baltic was bleak. However as we headed north with a pit stop in Helsingor the weather improved …  we were becalmed and motored on for days to Bergen.

Into the Arctic Circle … Bergen to Bodo, the forecast was not good, is it ever off the west coast of Norway in Feb? We had gales most of the way, however they were behind the beam, most systems were working, most importantly the heaters! Spirits were high we were out there with the fishermen, supply boats and nature … no adventure tourists, not until March in Tromso and we had to be there. Arrived Bodo inside the Arctic Circle had to smash 30cm of ice off pontoon, fortunately we were being blown on. The locals think nothing of it … the marina was full, honestly nearly every berth!

I returned in March, this time to skipper three weeks of ski charters. We left weekly on a Sunday morning out of Tromso heading out into the remote Fjords to the north-east returning with tired but satisfied skiers on Fridays. The scenery was stunning, wildlife sparce but worth waiting for, seals and orcas but mainly hardy sea birds surviving in the frozen climate. The photos attached speak for themselves … I plan to be back!

Awoke to find the cabin buried in snow, at least 3 metres high. The wind blowing a keen 50 mph lowered the temp to -30.

We picked up from the previous day with a teach back of the main MVS’s and then we went onto talk about conflict in teams. How to prevent and manage conflict when it occurs. We went through the dynamic triangle which brought to life conflict sequences for the group. We started but did not finish the most productive responses exercises as my snow plough lift to Haugostol arrived. I jumped on and sped through 10 foot drifts to the station, where I was dropped off 4 hours early. Faced with the prospect of sharing a hut with some Norwegian campers (Wiffy) I decided to hitch to Geilo. From there I caught 2 trains and a plane and jumped in the car to arrive home at 0130.

Felicity the expedition leader was pleased:

“…..I can’t tell you how beneficial it has been. We finished the final task which then led on to a general discussion and everyone agreed that the sessions with you had accelerated the team bonding process and that we all felt that we understood what we had seen of each other a little more and that we felt more confident moving forward as a group.

I personally found the system fascinating and would love to do more. Several members of the team would like to make a list of things that drive them to conflict etc which I think might be the sort of thing covered by the ‘dashboard’ you mentioned?

I also have to mention that the guys not in on the sessions have since been spotted placing themselves on the triangle and discussing their blue-ness or green-ness. As you predicted red, green, blue and hub behaviour are terms that are already being used by all.

Thanks again Rob and I hope that we get a chance soon to talk further about an association between Mission and the expedition”

Wednesday 04 March

Awoke to a gale and snow up to the window tops. A relaxed morning writing emails and preparing for the team session.

I was to follow Justin a nutritionist, who covered the latest advice on eating the right foods for the expedition and the level/type of physical and mental preparation required for 60 days down south.I was reminded of our nutrition when we won the Polar Challenge in 2004, fuelled on Curly Wurlys and Pink Shrimps; we lost 30% of our body weight.

The session covered Mission’s model of high performance teamwork. Focusing exclusively on the Culture of the team. This was achieved with the help of the SDI. We covered the SDI curriculum up to conflict. The team were predominantly blue green in make up and had the makings of strong and solidly cohesive team. Borrowing red and green behaviours and defining the performance parameters would be their challenge moving forward.

Meanwhile the storm had been blowing a constant Beaufort 7-8 all day confining all to the Hyter. We were to spend the evening spinning dits ahead of the last session the following day.

Mission offered to support the commonwealth ladies expedition set to walk unsupported to the South Pole this Christmas. Mission trained the Pink Lady Pole cats in 2005 for the second Polar challenge and Felicity Aston was part of that team. She is the leader of this expedition to the South Pole.
The commonwealth ladies expedition (as detailed on the web site) aims to be the first all female team from the commonwealth to haul themselves unsupported to the pole.
The team of 16 have been flown to Norway for their first training programme. They have come from Jamaica, Ghana, Singapore, India, New Zealand and the UK. Some have never seen snow before. Their first week in Norway was the selection week. 16 would soon become 8.

Mission offered to support the development of the team in this second week. Sponsored by Personal Strengths who supplied the SDI instrument, I would start the ball rolling with an 8 hour session on how to become more effective as one team. Developing anawareness of motivational diversity within the team will help them prevent conflict and to become better communicators.One of the main reasons why teams fail is their of lack of confidence to challenge and to be authentic with their colleagues. To genuinely operate in an interdependent fashion demands that its individuals put their needs behind those of the team. For individuals to act in a selfless way takes time to achieve. The sooner a team can get to this stage the quicker teams perform to their potential.That was to form the focus for my session. What follows is an account of my journey to help the team get there.
Monday 02 March: Managed to get away and board the flight in time arriving in Oslo for 2100 hrs. Thereafter I was stung for a £10 bus fare. Yes its true what they say, it is expensive in Norway and I hadn’t drunk anything yet. Arriving at the plush Thon hotel in a retail park next to a garden centre 10 miles outside of Oslo I checked in and went in search of that beer. Directed to walk 400 metres through 8 foot snow drifts to a very nice restaurant. I arrived and it was very nice with very nice prices too.

I walked on by and found the chicken premiere with fries to be a worthy alternative.I got my head down soon after.Tuesday 03 March. Awoke to a hearty breakfast of boiled eggs and roll mop herrings, uhmm nice. Boarded that expensive bus again and made my way to the train station. Wearing a flat cap and sporting 3 days growth (given up shaving for lent) I boarded the train and headed for Haugostol some 5 hours north.Trains are nicer in Norway. They are clean and serve hot dogs that look appetising and decent coffee. I was in heaven as the snow covered banks flicked past me. 300 Kroner later I got off and met Pete, Felicity’s other half and loyal supporter. We drove 45 mins along the E7 to Bergen to arrive at an isolated settlement of 3 huts. Glorious sunshine, the first in days (was this a good omen?) and I borrowed some skis for a quick tour of valley. I saw the team ski in from their 3 day mini expedition, looking very tired and moving at a snails pace. Some engineered PR shots later and they convened for shepherd’s pie later that evening. A lively group they relived their previous 3 days and went to bed content. Meanwhile I chatted through Felcity’s expectation for my session before turning in.