New Possible’s British Training Awards sets out to discover and celebrate the organisations that are truly passionate about L&Ds role in building a thriving workforce.
In our latest ‘Sharing Success’ series, we interview British Training Awards Winners to shine a light on the inspiring initiatives that are improving workplaces across the UK and beyond. In this article we chat with Laura Whitworth from t-three, who in partnership with Transport for London were awarded ‘Large Organisation of the Year’.
Introducing Laura Whitworth:
Laura Whitworth is the Director & Partner at t‑three consulting, and the lead designer of TfL’s Conversation Matters and Leading the Future programmes. Laura co-created these initiatives with Liz Pannaman, TfL’s Organisational Development Lead. T‑three coaches then facilitated coaching sessions across TfL’s leadership community.
About Transport for London:
Transport for London (TfL) is the integrated transport authority keeping London moving. It manages the city’s iconic Underground, buses, Overground, DLR, trams, roads, cycle routes and more - supporting millions of journeys every day. With over 28,000 employees and a strong public service ethos, TfL plays a vital role in connecting communities, enabling growth and supporting the capital’s economy. In recent years, TfL has faced significant financial, operational and cultural challenges, but remains committed to building a more inclusive, high-performing workplace through continuous learning, development, and a strong focus on leadership at every level.
Transforming Leadership Culture at Scale
Over the past two years, Transport for London (TfL) has embarked on a transformative journey to reshape its leadership culture through two interconnected learning and development programmes: Conversation Matters and Leading the Future. Delivered in partnership with t-three, these initiatives were launched during a time of immense organisational pressure, including financial instability, industrial action, and internal restructuring.
When asked what prompted the need to reshape TFL’s leadership culture, Laura explained: “Post-pandemic, TfL faced an extraordinary recovery challenge—revenue down by approximately 40 %, ongoing industrial action, and frequent restructuring. A diagnostic phase—including 27 cross‑functional leader interviews, surveys, and focus groups—revealed barriers to open feedback, inconsistent leadership practice, and limited psychological safety. This insight catalysed the cultural shift.”
Laying the Foundations: Conversation Matters
The first programme, Conversation Matters, was developed in response to a cross-organisational diagnostic that revealed inconsistent feedback practices, limited open dialogue, and a lack of confidence among leaders to challenge or support effectively. The group coaching model focused on three core behaviours: Be Open, Be Connected, and Be Brave. This simple yet powerful framework laid the groundwork for cultural change by encouraging more honest, constructive conversations.
Laura mentioned that Conversation Matters ‘helped establish familiarity and trust before deeper strategic development’.
Leading the Future
In 2023, TfL introduced Leading the Future, a programme aligned with its People Leaders Framework. Through six 90-minute group coaching sessions, leaders explored key behaviours such as inclusive leadership, performance, purpose, collaboration, continuous development, and care. The emphasis was on real-world application - leaders set goals, tackled live issues, and returned to their teams with actionable insights. Many continued peer coaching beyond the sessions, reinforcing a culture of continuous learning and support.
Measurable Impact and Cultural Shift
The results have been impressive. Over 800 leaders have participated in the programmes, with:
- 97% finding the sessions a valuable use of time
- 94% reporting increased confidence in having open, honest conversations
- 91% recommending group coaching for their teams
- 88% noting improvements in feedback and listening skills
Coaching toolkits became some of the most accessed resources on TfL’s learning platform. More importantly, the organisation saw a 3.7% increase in employee engagement and a 4.2% rise in internal recruitment, these are clear indicators of improved leadership behaviours and internal mobility.
When asked what surprises Laura faced during this cultural shift, she mentioned: “The most gratifying surprise has been the sustained impact. Participants continue meeting in peer coaching circles long after completion, and many have cascaded key tools, such as feedback models and conversational frameworks, throughout their teams.”
Embedding Lasting Change
Leaders have reported tangible shifts in behaviour, including more open conversations, stronger delegation, clearer team goals, and a heightened focus on psychological safety. One leader also shared, “Even small changes, like how I listen in meetings, have made a huge difference to how well my team collaborates.”
These programmes are not one-off interventions, they are part of a long-term strategy to embed inclusive, reflective, and confident leadership across TfL. By integrating group coaching into everyday leadership practice, TfL is cultivating a culture where people talk, grow, challenge, and connect. It’s not just about what leaders do, it’s about how they do it. And that shift is already delivering real results.
What advice would Laura give to other large organisations looking to develop leadership on a large-scale?
“We recommend beginning with a robust diagnostic to uncover both visible and hidden barriers. Initiatives should begin with experiential learning (e.g., group coaching), not theory. Follow-up tools and peer learning sustain impact. In large organisations, true change comes when people co-create their own learning - not merely consume it.”
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