ABSTRACT
This chapter offers a reflective account of author's experience of setting up and managing an internal consultancy service within a large UK voluntary sector organization during his tenure as Learning and Development Manager. It describes elements of the internal consulting service that went some way towards helping to build a more functional learning environment. Spans of control had expanded to accommodate the growth, and middle managers had become more outward facing in order to secure and sustain funding for the services in a competitive external environment. During this period of growth the organization's primary task had evolved from an exclusive focus on delivering frontline services to vulnerable families to incorporate influencing activities. The training courses were highly valued by the individuals and could be understood to be part of the reward system of the organization. The chapter intends the Internal Consulting service would further build on the supervisory relationship, enhancing team learning across the organization.
