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By Gadgil Madhav

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Leader insights My most influential boss was old-fashioned yet a really unusual char­ acter – very inspirational in his own way, and really had a great per­ sonal ‘touch’. He had no formal qualifications but he could organise, get people to do things, motivate, develop, acknowledge – and all of it without raising his voice. Steve Holliday, Chief Executive, National Grid 39 40 MANAGERS AND LEADERS WHO CAN I have been lucky enough to have some great role models, from blunt Northerners to Cabinet Ministers.

Against this, little gestures from leaders can make a massive difference. Per­ sonal acknowledgement, saying thank you, being open to challenge and VALUES AND ETHICS management by walking about are not just questions of style – they can make a substantial difference,’ explains Lord Bichard. The public sector is under unprecedented pressure to cut costs. Managers will face difficult decisions about what stays and what goes, and will have to find new and innovative ways of delivering services. Some of these decisions will be unpopular and there is a danger that employees may start to feel demoralised and under siege.

For the past 16 years, Serco has been responsible for the manage­ ment of HMP and YOI Doncaster – a category ‘B’ remand centre in South Yorkshire that holds up to 1145 remand or sentenced male prisoners over the age of 18. There are 600 staff who provide cover 24/7, 365 days a year. VALUES AND ETHICS The prison’s vision is to promote innovative solutions to produce significant benefits for the prisoners, their families and the communities of South Yorkshire. It has won a number of awards, including the Char­ ter Mark for excellence in the provision of public services, and has been described as being ‘among the best’ local prisons for resettlement and outreach support for prisoners and their families.

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Diversity by Gadgil Madhav

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