Make a Change: Champions of Change: Entrepreneurship Mentors

Make a Change: Champions of Change: Entrepreneurship Mentors

This is not a new a video but in March 2012 the White House honored local leaders for their work as mentors to entrepreneurs and small business owners. I thought you might find this interesting and consider what you can contribute to your community

Wendy Mason is a career coach.  She helps people reach their goals and aspirations, without sacrificing their home and personal life.  Before working as a coach, Wendy had a long career in both the public and private sectors in general management and consultancy as well as spells in HR.  She now divides her time between coaching and writing. You can contact Wendy at and find out more at

Corporate Panic and lessons from the Wolf Pack!

Eleven-member wolf pack in winter, Yellowstone...

I left the UK public sector five years ago.  At that time people management skills appeared to be in the decline.  I noticed this particularly in how restructuring exercises were being handled.  It was the main reason I chose to go!

I had always been very proud to be part of the UK Civil Service! Sadly that ceased when I saw how some of my colleagues were being treated. No, not because we were being downsized – it was how we were being downsized.

Well, the UK public sector has changed a lot since I left and I do not mean in terms of the colour of the government.  In terms of managing change, few lessons seem to have been learned and a good number seem to have been forgotten.

There have always been good and bad employers – bosses with more and less finesse when dealing with their employees.  My encounters with large private sector corporates, has led me to think they are not better or worse at handling people than those in the public sector.  Good practice in small and medium-sized bodies varies widely in both sectors.

Recently I have heard some very strange and rather sad tales from those in both the public and private sectors. I have heard about organizations going through their third and fourth restructuring in a few months.

On top of that, I am being told of people who have had to reapply for their own roles three and four times in those exercises. As you will understand the effect on staff morale is devastating.

Running large corporate change programmes – even when well handled – costs a lot of money.

Right now, not only is there a lot of change but it is very clear that it is not being handled well.

As one former colleague with vast experience of managing public sector change successfully said to me;

“They try to manage a restructure themselves and can’t. So then they bring in one of the large consultancy firms to help and they just seem to make it worse. They are being told to finish the change quickly, so they don’t try to find out what we do really but they get well paid.”

What is going wrong?  Well yes, I do know about the economy and the need to make “cuts”.  And yes I do know we live in a world of constant change.

But there seems to be a kind of corporate panic/frenzy around and that is the worst way to respond.  Now more than ever we need real leadership and we need leadership confident enough to be serene when all about are running round like headless chickens.

Think about a wolf pack!  Wolves have to flex and change all the time as they hunt.  The constants are that they are quite clear why they are there, the strengths and weaknesses they possess and their roles. The leader sniffs the wind and off they go in very good order.

The weather may change about them and the quarry may lead them into new and difficult terrain.  But because they are well led, have a strong commitment to the pack and are clear about their roles they succeed often enough to thrive even in the most challenging times.

Wendy Mason works as a Coach, Consultant and Blogger. 

She works with all kinds of people going through many different kinds of personal and career change, particularly those;

  • looking for work
  • looking for promotion or newly promoted
  • moving between Public and Private Sectors
  • facing redundancy
  • moving into retirement
  • wanting to do a mid-life review

You can contact Wendy at  or ring ++44 (0)2084610114

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Writing your CV! Part 3 Pondering on CVs; language,confidentiality, competencies and referees!

This post is concerned with the particular issues faced by those moving between public and private sectors when completing their CV.

I’m going to comment on language, confidentiality, competencies and references.


A recent post here set out the reasons why public sector jargon needs to be avoided in CVs and job interviews.  Keep your language clear and simple.  When in doubt ask a non-public sector friend to read it and give you honest advice on clarity.


Some public sector staff work in areas where the issues of confidentiality are real and significant.  But in all honesty most do not!  If you do, there will be clear guidance available.  You should consult your HR department about what you can say and how best to overcome the barriers to you getting a new role.

Most public sector staff do not work under the same restrictions.  The reality is that you can record on your CV the kind of work you have been doing.  Of course you should avoid information; under a security classification, relating to an individual member of the public or a fellow staff member, likely to embarrass the organisation or  Government Minister for which you have worked.

Most people will be able to describe their work in sufficient detail for a CV.  But see the comments made in the next section about how you do it.


In my last post I included a list of skills and personal qualities (competencies) that employers are likely to look for. The list was by no means an exhaustive.

When you complete your employment history, try to show how your approach and your achievements demonstrate the competencies you quote.

For example, putting together a team and then driving through an initiative to improve the service to customers while reducing costs illustrates a number of competencies.  It can be understood quite easily by those outside the public sector.

Experience of project and programme management again can be understood outside the public sector and can be used to illustrate planning, organizing and delivering benefits when applying for roles in small to medium-sized organizations that do not have large projects for you to manage.

Those who have worked very close to Ministers managing legislation have had to use planning and organizing skills.  They are also likely to have demonstrated tact and discretion. If you have worked in difficult and sensitive areas  including policy discussions with Ministers (where influencing skills, relationship management, tact and discretion were needed, as well as the ability to be flexible and adaptable) this should be included but with discretion.

Think in terms of the competencies as you write descriptions of the work you have done.  Think in terms of organisations, tasks, problems solved and people influenced.  Describe the tasks you have completed in terms that others will understand and focus on what you delivered and how you delivered.


Some government departments will only offer bland references as your employer.  You will need their reference.   But it may only be a confirmation that you worked for them in a particular grade over a particular period of time.

Most large private sector employers know this – for others you may have to explain.  But you will need something more.  Try asking your line manager or someone in your management line if they would be prepared to give you a personal reference.   Also consider approaching retired senior colleagues and others who have left organisation.

It helps as well if you can provide a personal referee who holds a senior position in the private sector.  This is where people you have met during work in a voluntary capacity may be useful. Otherwise, consider people who you have met through clubs and associations.

You shouldn’t feel embarrassed about asking for a reference, most people feel flattered to be asked But you should always give people the opportunity to say no and make quite clear that you will understand if they feel they simply don’t know you well enough to help.

I would welcome your thoughts on all this and I am very happy to answer questions.

  • Writing your CV! Part 1 The Basics (
  • Writing your CV! Part 2 Making Choices (
  • Watch your language – it’s a different world out there! (
Wendy Mason works as a consultant, business coach and blogger. Adept at problem solving, she is a great person to bring in when that one thing you thought was straightforward turns out not to be! If you have a problem talk to Wendy – she can help you – email her or ring ++44(0)7867681439