Carol Daniels

Carol Daniels

Leadership Development, Organisational Change

Carol Daniels is a leadership development consultant with a successful track record gained over 20 years in both the private and public sectors, including 8 years as senior consultant within a global HR service organisation.

Carol specialises in helping senior managers to lead organisational change through developing effective behaviours and relationships. She is highly experienced in 1:1 and team coaching and the facilitation of senior management groups at critical decision points within strategic planning processes. She enjoys designing and facilitating executive leadership programmes that deliver cultural change through ‘Collective Leadership’.

Carol was engaged for a nine month project to develop the commercial focus of an international engineering firm’s R&D department through individual and team coaching of engineers, in the UK and the USA, creating a climate for change through the development of relationship skills.

She consulted on an eighteen month programme to develop ‘collective leadership’ within a financial services organisation, this involved working with two newly formed executive groups as their team and individual coach through a time of significant business re-engineering.

Carol has coached three leadership teams in legal counsel, IT, and finance for a government department during a time of far-reaching organisational change: this involved partnering with LEAN change agents to introduce a process for continuous improvement and engagement over a period of six months. Carol also worked closely with the directors of a highly technical organisation during a time of acquisition and ensuing cultural change. She designed and delivered a series of stakeholder engagement workshops for a utility firm as part of a leadership development programme. Clients she has worked with include Barclays, HSBC, Mercers Consulting, T-Mobile, BT, British Gas Department of Work and Pensions, National Physical Laboratory, HMRC, The Civil Aviation Authority, East Sussex County Council, the Metropolitan Police Service and the NHS

Carol introduced a gender sensitive management programme to a Police Service providing insight and support to facilitate cultural change. She researched, co-designed and co-delivered their gender conference and mentoring training for female armed officers.

Carol is currently completing a PhD researching relational leadership practice in organisations, at the Centre for Action Research in Professional Practice, University of Bath. She has an MSc in Change Agent Skills and Strategies and Diploma in Management Studies.