Names: Gail Peck and Ian Barton
Winning category and year: Health and Wellbeing Award 2018
What were your roles then?
Gail Peck: I used to work for HMRC as an HR adviser and had joined CS Local Junior Leadership Academy – a year-long development initiative that helps aspiring leaders develop skills in areas like teamwork, communication and leading change.
It was then that I joined and led Team Chaffinch, one of the academy’s cohorts comprising of eight civil servants from various government departments, located in London and across the East and Southeast of England.
Ian Barton: I was the civil service local coordinator who led the organisation and delivery of the Junior Leaders Academy in the East of England, which brought Gail and the rest of her award-winning colleagues together.
The Junior Leaders Academy events were set up for talented, aspirational staff at junior grades – AO, EO – to undergo an intensive learning experience with cross-departmental counterparts to help them progress their careers in the civil service. The culmination of the academy was to put the delegates into teams and get them to pitch ideas to senior civil service leaders. After the pitches, one of the leaders would agree to lend their support to the team over the next year to help them deliver their idea.
And where are you now?
GP: I now work for the Department for Business and Trade as culture and engagement lead for the Places for Growth Programme
IB: I've just retired from the civil service after 42 years! The work on the academies during my time at Civil Service Local was among the most satisfying work that I undertook in my career. After Civil Service Local, I became part of the Places for Growth team prior to my retirement, helping to create a better balance of civil service roles around the country and building stronger and more connected local civil service communities.
You won the award for the A-Z to Better Wellbeing project – can you tell us more about what that involved and how it came about?
GP: While participating in the CS Local Junior Leadership Academy, each cohort was challenged to develop a project that would contribute to the vision of “A Brilliant Civil Service”. Team Chaffinch chose to concentrate on workplace wellbeing. Our research identified a gap in how departments approached wellbeing, which inspired us to co-create the A-Z to Better Wellbeing Toolkit – a comprehensive resource offering enjoyable and accessible ways to enhance wellbeing. The toolkit covers a wide range of topics, from “appreciation” to “zzzz” (sleep), including holidays, nutrition, teambuilding and much more along the way.
IB: Interestingly, the A-Z of wellbeing wasn't necessarily the initial standout project idea from that academy. But it became clear that the group had something special about them: they were open to ideas, they were persistent in the belief that their project could add value, and they understood the need to transform ideas into concrete activity and an end product. And they had lots of good ideas as to how to present this information on wellbeing in an accessible and relatable way.
What are you proudest of when you look back at that work?
GP: I feel proud of how Team Chaffinch worked together to deliver this project. We were all passionate about this and found extra time on top of our day jobs to do so. We got invited to many events and most of our feedback is not only how useful the toolkit is but the energy that they feel when we talked about it. The team’s favourite letter is D for “deskercise” (exercise that can be performed at one’s desk), featuring the funky chicken activity, which is as “our trademark”. We definitely sprinkled some fun element on it too.
IB: It was certainly seeing how the team grew in confidence and purpose and became unafraid to take their ideas to all kinds of places, both within the civil service but also looking outside for advice, potential sharing etc.
Were there any particular challenges that you recall?
GP: Balancing this project alongside our day jobs presented its own set of challenges. Our team members came from different government departments, each with their own IT systems, which made sharing documents difficult. We were also spread across various locations in London and the Southeast, so meeting in person was not always straightforward, and we all brought different skills and personalities to the table. Yet, these differences made us unique. We rose to the challenge, found ways to make it work and, ultimately, our efforts were rewarded.
IB: For staff at AO and EO grades, sometimes the challenge is being taken seriously. Hopefully, our academy setup, with a senior leader involved from the outset, gave them the opportunity to have greater influence. Another factor, of course, is balancing the activities of their day jobs with the demands of an extra project – this takes a lot of planning and commitment, a willingness to support each other. The team was reduced in numbers over time as people moved roles, got promotions etc, but those remaining stepped up admirably to deliver the end goal.
And what are the most important lessons you took from that time?
GP: I wrote an article on this when I stepped down as the lead for Team Chaffinch. Some of the powerful leadership lessons I have learnt includes setting a clear vision; building unstoppable collaborations; seeking mentors who ignite growth; turning feedback into fuel; championing inclusion and wellbeing; and leading by lifting others to shine.
IB: What came through really strongly throughout the project was the willingness of the team to build on their initial ideas, to refine and reiterate the product they wanted to help improve wellbeing across the civil service. They regularly reviewed what they were creating, starting off on a smaller scale, but then added elements that augmented their initial ideas wonderfully. There's a lesson there for anyone undertaking a project: create a prototype, check in regularly, accept feedback, look to see what needs to be changed and then, if the idea is working, consider how it might be upscaled.
What is your strongest memory of the night you won?
GP: I couldn’t have been happier to celebrate with my team, surrounded by brilliant, passionate people all working towards a better civil service. Lancaster House was absolutely stunning – the grand staircase, classical musicians serenading us, and an atmosphere buzzing with excitement. We were so thrilled, we snapped selfies with every senior leader we could catch – definitely a night to remember!
IB: Although I didn't attend the ceremony itself, I was in regular contact with the group and could feel the real sense of excitement as the evening approached! And as for winning, I don't think most of the group believed that they would win so it came as a delightful shock.
Who did you tell first?
GP: I first shared the news with other Team Chaffinch members who couldn’t attend, then told my family and friends, my supportive manager, and the CS Local Academy team leads – including Ian, who I still keep in touch with and recently celebrated with him as he embarked on his exciting retirement journey.
IB: My colleagues in the Civil Service Local team! Whilst the success belonged to the A-Z team itself, those of us around the country who had delivered their own Junior Leaders Academy events had all contributed by creating and refining the academy event to ensure it challenged the participants and helped guide them towards delivering effective projects.
What impact did winning have on you, personally or professionally?
GP: Winning with Team Chaffinch was truly transformative. It proved that dedication and teamwork really do pay off, as we received several awards – including the CS Awards. Personally, it gave me the confidence and skills to progress in my career, leading to four promotions after my time with the CS Local Junior Leadership Academy. Professionally and personally, it stands out as a highlight of my civil service journey – an achievement I’ll always cherish.
IB: For me, it gave real validation to our work delivering the academy events. It showed that the knowledge that we shared didn't end on the last day of the academy, but that civil servants could continue their learning journeys in a practical and focused way, one that could deliver great outcomes for both the organisation and the country.
Do you have any advice for this year’s winners and shortlisted teams about making the most of their achievement?
GP: My advice to this year’s winners and shortlisted teams is to truly savour the moment: soak up the atmosphere, enjoy every second, and don’t worry if things don’t go exactly as planned; that’s all part of the experience! Most importantly, have fun in your own way. Once the celebrations are over, think about how you can use this achievement to fuel your passion and drive your next steps. And if you can, stay connected with the people who helped make it happen. Team Chaffinch needs a reunion, and who knows – maybe we’ll co-design another award-winning toolkit one day!
IB: Have a think about the legacy of your work. Teams will break up, people will change roles, but how can your learning, your insights, be captured, retained and continued by the organisation? We aren't always good at retaining knowledge, but make the effort to capture what you've done so someone new could pick it up at a later date. Enabling others to build upon the impact that you have made is perhaps the best legacy for your work.
And as for the awards, enjoy the moment whether you win or lose, and remember that you are all making a positive difference to people's lives.