Danny Chesterman

DMS, BA (Hons), MA

Danny Chesterman is an experienced consultant and an accredited coach specialising in leadership development and whole system change in complex organisations. He has particular experience in public services where his clients include several Local Authorities, the NHS (both commissioning and provider sides) and various departments within the Civil Service. 

Following an early career in HR in Local Authorities, Danny moved into consultancy first with Bath Consultancy Group and then with Ashridge. Throughout that time he has worked with executive teams and leaders seeking to bring about positive change in complex and often contested settings where there are no easy answers.

Danny has an MA in Management Learning from Lancaster University, has completed the Gestalt Advanced Consulting Certificate, and is trained as a facilitator of Audio Action Learning. He has published research into both collaborative working and the leadership of Complex Projects.

Danny Chesterman

Publications

Restoring humanity in our communities and institutions

In an interview with Danny Chesterman, Hugh Pidgeon and John Watters, Peter Block raises disturbing issues for how people and organisations engage with the big challenges we face in society. He reflects on how notions of consumerism and patriarchy have diminished our conversational life, and proposes new ways of working with small groups using a 'gift-mindedness'.

Chesterman, D.K. (2011) Restoring humanity in our communities and institutions, an interview with Peter Block, Converse, Issue 8, pp. 24 - 26

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Leading Complex Projects: a collection of working papers

These papers describe a working framework for conceptualising the leadership of complex projects. Chapters dealing with strategy, governance, leadership, culture, project skills and learning.

Pritchard, S., Voller, S., Chesterman, D. & Nicklen, S. (2011) Leading Complex Projects: a collection of working papers, limited to members of the Leading complex Projects Action Research Consortium

Learning the Big Society into life

Chesterman, D. (2011) Learning the Big Society into life, Guardian Public, 6 January

Inquiring into followership as a means of developing leadership capability

Chesterman, D. (2009) Inquiring into followership as a means of developing leadership capability, Organisation Development and Innovation Network conference, March

Transforming Leadership Development for Transformed Public Service

Chesterman, D., Hawkins, P. & Pritchard, S. (2009) Transforming Leadership Development for Transformed Public Service, Public Servant Magazine, August, pp. 44

The Education Revolution

Wilson, P. & Chesterman, D. (2006) , The Education Revolution, Organisations & People, Vol. 13, No. 2, p.17

Every teacher matters

A report commissioned by the Teacher Support Network into how to develop more effective continuous development to teachers

Hawkins, P. & Chesterman, D. (2005) Every teacher matters, commissioned by the Teacher Support Network

Assessing the Impact of the Parish Plans Grant Scheme

Hughes, C. & Chesterman, D. (2005) Assessing the impact of the Parish Plans Grant Scheme: an in-depth look at the effectiveness of parish planning in six localities in the South East of England

Leadership in the Wilderness

Chesterman, D. (2004) Leadership in the Wilderness, Organisations & People, Vol. 11, No. 2, p. 9

Developing Leadership Capacity in Local Government

Hawkins, P. & Chesterman, D. (2003) Developing Leadership Capacity in Local Government: The contribution of SOLACE and its scheme for continuous learning

Local Authority?

Chesterman, D. & Horne, M. (2002) Local Authority? How to develop leadership for better public services, London: Demos

Learning from research perspectives in collaborative working

Chesterman, D. (2001) Learning from research perspectives in collaborative working, Career Development International, Vol. 6, No.7, pp. 378 - 383

An exploration of culture in Japanese local government

Chesterman, D. (1994) An exploration of culture in Japanese local government, Local Government Studies, Vol 20, No. 4, pp. 527 - 537

A look behind the scenes at Marks and Spencer

Chesterman, D. (1984) A look behind the scenes at Marks and Spencer, Local Government Studies, Vol. 10, No. 4