What are companies doing with regards to 'Leadership'

What effect will focus on the 'Leadership' factor have?

Leadership - How employees feel about the head of the organisation, senior management and the organisation's values and principles

Leadership has the biggest influence on how employees feel about the organisation.

Leaders need to create inspiring visions and provide clear direction to positively Impact the
My Company factor.

When it comes to
Wellbeing, no amount of free fruit or stress busting classes are going to address an imbalance. Employee Wellbeing is a by-product of the leadership and management culture.

If there’s pressure at the top of your organisation, it won’t take long to be felt throughout.

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Poole Housing Partnership

Extra Care scheme (for very elderly and vulnerable residents) was recently renovated, including the creation of sensory gardens. In addition to the south garden, which also includes a BBQ area for summer parties, a ‘wildlife walk' has been created with elevated views of Poole Harbour, and a courtyard with beautifully scented evergreen pine, rosemary and euphorbia. Residents are thrilled with the results. This has had the desired impact of encouraging elderly residents to leave their flats and enjoy the gardens and socialise with other residents; with important health benefits. There are now successful community gardens in areas that no-one believed they could work, and local youngsters are getting to understand where their food comes from, and learn about healthy eating. They support the local credit union (Coastal Community Savings and Loans) and offer the time of their staff to support the running and good governance of this organisation.

Extra Care scheme (for very elderly and vulnerable residents) was recently renovated, including the creation of sensory gardens. In addition to the south garden, which also includes a BBQ area for summer parties, a ‘wildlife walk' has been created with elevated views of Poole Harbour, and a courtyard with beautifully scented evergreen pine, rosemary and euphorbia. Residents are thrilled with the results. This has had the desired impact of encouraging elderly residents to leave their flats and enjoy the gardens and socialise with other residents; with important health benefits. There are now successful community gardens in areas that no-one believed they could work, and local youngsters are getting to understand where their food comes from, and learn about healthy eating. They support the local credit union (Coastal Community Savings and Loans) and offer the time of their staff to support the running and good governance of this organisation.

Actions speak louder than words and the senior managers believe in the importance of following up on commitments. Treat each other with respect and understanding: Everyone is treated equitably and fairly and Dignity at Work policy is taken very seriously. Recognise value in people: We have regular meetings at which the senior management team gives updates on the company's business plan and forthcoming objectives, and information is also communicated via email. Business and team plans are available for all staff to view on our IT network. Employees are encouraged to challenge and not be afraid to speak up. Performance in all areas of the organisation is analysed through regular reporting on key performance indicators, and from the Customer Service Excellence accreditation. The senior team ensures that where areas for improvement are identified, the appropriate action is taken to address any issues. Strive for excellence:

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Pinnacle

Pinnacle's core value is all about supporting their people, and as they are a UK wide organisation, getting teams together is very important to them. Therefore the company organisers departmental conferences eg. Support department conference (held this year in Newcastle), Consultant's conference (held this year in Warwickshire). At these conferences they have the opportunity to discuss opportunities/challenges specific their department and meet up with colleagues who are working in a different geographical area. Another way the company demonstrates this core value is by allowing many of their staff the flexibility to work from home, this helps significantly with their "work life balance".

Core communication to the Pinnacle team comes from James Spencer, MD, who is highly visible to all employees on a daily basis. James has a no desk, no PA policy, ensuring he works from all office locations, sitting amongst staff. He will frequently gather teams to give a "State of the Nation" on Pinnacle's vision and performances. This is always a very open forum, never shying from away from difficult subjects or issues the business maybe facing. Frequent meetings with the management team and personal mentoring and coaching helps those new to the management team accelerate their personal development and performance. The staff newsletter also provides communication of the mission and core values.

Pinnacle's core value is all about supporting their people, and as they are a UK wide organisation, getting teams together is very important to them. Therefore the company organisers departmental conferences eg. Support department conference (held this year in Newcastle), Consultant's conference (held this year in Warwickshire). At these conferences they have the opportunity to discuss opportunities/challenges specific their department and meet up with colleagues who are working in a different geographical area. Another way the company demonstrates this core value is by allowing many of their staff the flexibility to work from home, this helps significantly with their "work life balance".

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Phaidon International

The company strategy is aligned to one of their core values - ability, and their primary guiding principle; superior financial performance. The desired outcomes are to drive superior sustainable financial performance and enhance the retention. Promotion and development of high performing staff who live the company values. The company has a progressive pay scheme benchmarked to ensure they pay median basic salaries for the appropriate grades they offer. From the outset they make it clear that talented sales staffs who are successful will obtain superior earnings, however they will never seek to drive a culture of high basic salary low value performance incentives.

Throughout the company's portfolio of brands ability, character and loyalty underpin and drive their performance. In order to maintain this culture and ethos the company regularly communicates these values to employees, at all stages of their careers via various media. Prior to and starting employment prospective hires receive “Phaidon at a Glance” Brochure and new hires receive a pack which outlines information about working at Phaidon, including information about the company's mission, vision and values. On induction, new employees are also shown the Phaidon Story video. This enables employees to be well versed on their purpose, ambition, core principles, culture and ethos even before they start work. During Monthly Business Reviews and assessment for promotions, employees are asked to explain how they regularly demonstrate ability, loyalty and character. Monthly newsletter and quarterly round pp meetings awards and mentions for ability, loyalty, character are announced within the monthly newsletter and quarterly round up meetings held by the CEO. Those who are mentioned are invited to attend lunch club rewards. Senior Management Away Days and AGM to further launch a new Mission statement.

The company strategy is aligned to one of their core values - ability, and their primary guiding principle; superior financial performance. The desired outcomes are to drive superior sustainable financial performance and enhance the retention. Promotion and development of high performing staff who live the company values. The company has a progressive pay scheme benchmarked to ensure they pay median basic salaries for the appropriate grades they offer. From the outset they make it clear that talented sales staffs who are successful will obtain superior earnings, however they will never seek to drive a culture of high basic salary low value performance incentives.

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Peter Vardy Group

The senior management team live, breathe and assess company values regularly, they show their commitment to this through promoting the values daily at team meetings where the values are brought to life. The senior management are also measured on behaviours which encompass all of the Company values, as are all of their colleagues. The senior management team are also very visible on site, once again displaying values such as team work and recognition.

The senior management team live, breathe and assess company values regularly, they show their commitment to this through promoting the values daily at team meetings where the values are brought to life. The senior management are also measured on behaviours which encompass all of the Company values, as are all of their colleagues. The senior management team are also very visible on site, once again displaying values such as team work and recognition.

On day 2 of the Company's Induction all new colleagues attend a Giving Back day at the Salvation Army, here they volunteer with community action tasks such as gardening, litter picking, painting/decorating houses, working in schools and help to arrange other community based activities to improve the environmental area and transform lives. Every year the company support's Children in Need and all dealerships have fun in raising up to £40,000! All new colleagues are also given £100 to donate to a charity of their choice when the join the Company. This year the company also donated 600 school bags filled with all the essentials such as pens, pencils, paper, rubbers, calculator and rulers for both primary and secondary children. This has a huge impact on some of the most vulnerable children who are often teased and bullied, therefore often go truant or at the very best don't have the basics needed to do their homework or school stuff, meaning they fall further behind. Each dealership works closely with a Charity Partner of their choice, throughout the year colleagues fundraise, volunteer and raise awareness to help these charities to continue doing the wonderful work they are.

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Omega Pharma Ltd

Omega is committed to making a difference to their employees by celebrating ownership that inspires them to build their legacy. Omega want to be the company everyone wants to join and no one wants to leave. This year the company developed an organisational development strategy that drove 3 key areas; Insight into self, understanding others, and delivering results. The company created an innovative pilot leadership development program aligned to these 3 areas; that is a blend of classroom, experimental, learning circle learning and supported with coaching. Each delegate was nominated for their personal skills and attributes as well as their alignment to the company's values. The company is currently working with the Institute leadership and Management development to have this program accredited and as it is a pilot program we are working with the delegates to code sign and evolve for cohort 2 in 2016- further demonstrating our commitment to working as one team to drive perfection.

The company's Make a Difference mission has remained true since their GM started in the business. The company is consistent in how they reference this for their consumers, customers, suppliers and employees alike. The Company Values were not defined top down but were developed by a group of employees from across the business. The Company Values are not on a wall, unforgotten or reminded about once a year. Instead, they are integrated tin every day as a reference to HOW they should run the business. The Company has a Values Charter which defines the standards they should expect of each other in reference to the outrageous ambition “T200” was launched two years ago, combined with a profit share scheme which means all employees can gain from a share in the business should the company hit certain profit targets.

Omega is committed to making a difference to their employees by celebrating ownership that inspires them to build their legacy. Omega want to be the company everyone wants to join and no one wants to leave. This year the company developed an organisational development strategy that drove 3 key areas; Insight into self, understanding others, and delivering results. The company created an innovative pilot leadership development program aligned to these 3 areas; that is a blend of classroom, experimental, learning circle learning and supported with coaching. Each delegate was nominated for their personal skills and attributes as well as their alignment to the company's values. The company is currently working with the Institute leadership and Management development to have this program accredited and as it is a pilot program we are working with the delegates to code sign and evolve for cohort 2 in 2016- further demonstrating our commitment to working as one team to drive perfection.

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NP Group

All employees have a good understanding of EVP as they actively particpated in its construction. It is through EVP that they communicate their primary purpose, values and ambitions in a succinct way. The annual sales conference seeks to provide clarity and reinforcement of values, mission, strategic objectives and ambitions for the forthcoming year and beyond. It also recognises outstanding performance and celebrates successes - all are aligned to the mission, values and vision. Integral to how they live the mission, values and vision is to ensure they are always at the forefront of their minds when operating day to day, leading their people, making decisions, engaging with candidates and clients and interacting with others through social media and other media. Through annual employee engagement survey they gain a better understanding of what is important to the people and where we may have become 'out of touch' . This allows the company to address key areas and focus on driving a high performance culture focused on a single vision.

They work with all managers to improve their business performance through a combination of understanding themselves and understanding how to achieve improved staff performance. The business employs a number of approaches to supporting and developing the management team. An appraisal process which focuses on providing constructive feedback on individual and team performance and setting the development objectives for the forthcoming half year. A 360 degree feedback tool which gives employees an opportunity to ‘score' their managers. An exit interview process which gives constructive feedback on how they could improve in employee engagement efforts, and particularly how managers could maximise the value they get from their employees. A mentoring programme for all employees, including management, which gives the leaders in the organisation an additional support network outside the work environment. A regular weekly team meeting for all management is held to provide a forum for discussing business challenges and gleaning advice and feedback on work in progress. Frequent feedback and coaching is available to all managers on a regular basis- this performance feedback should identify skill gaps, leading to training and future improvement.

All employees have a good understanding of EVP as they actively particpated in its construction. It is through EVP that they communicate their primary purpose, values and ambitions in a succinct way. The annual sales conference seeks to provide clarity and reinforcement of values, mission, strategic objectives and ambitions for the forthcoming year and beyond. It also recognises outstanding performance and celebrates successes - all are aligned to the mission, values and vision. Integral to how they live the mission, values and vision is to ensure they are always at the forefront of their minds when operating day to day, leading their people, making decisions, engaging with candidates and clients and interacting with others through social media and other media. Through annual employee engagement survey they gain a better understanding of what is important to the people and where we may have become 'out of touch' . This allows the company to address key areas and focus on driving a high performance culture focused on a single vision.

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North Devon Homes

Their homes represent one in every 10 households in North Devon, a picturesque holiday destination masking the real levels of significant deprivation in the area. As a community landlord much of their social responsibility is delivered through their community development activities. This work focuses around young people with estate-based youth clubs acting as a platform for interventions aimed at increasing educational aspirations, building resilience and assisting in the transition from school to work. The company can proudly state that 100% of the young people within the project have found paid employment and/or college places when leaving school. Their work is well documented within the independent evaluation undertaken by St Mark & St John University (December 2014). Dr Cooper remarked “The developing young communities approach is clearly influenced at leadership level by NDH's commitment to ‘create communities where people want to live'.” Within the evaluation links are also made with their family work in the wider community where they tackle debt, fuel and food poverty and social exclusion. Partners recognise their commitment to their social responsibility, acknowledging they deliver evidenced impact and value for money.

North Devon Homes believe that “culture” and “business objectives” require equal investment to enable them to deliver their vision. They invest a great deal of their leadership time on getting the culture right and have developed “Team ndh” as their culture. Team ndh drives the values, leadership, training and is “the way they do things ”. The company overlay this with their business objectives. They use Great Game of Business principles to help them embed this approach, Principles are based on the belief that to achieve success every employee should: understand the numbers enough to know what business success looks like, be expected and enabled to act on their knowledge to improve performance and have a direct stake in the company's success and risk of failure.

North Devon Homes believe that “culture” and “business objectives” require equal investment to enable them to deliver their vision. They invest a great deal of their leadership time on getting the culture right and have developed “Team ndh” as their culture. Team ndh drives the values, leadership, training and is “the way they do things ”. The company overlay this with their business objectives. They use Great Game of Business principles to help them embed this approach, Principles are based on the belief that to achieve success every employee should: understand the numbers enough to know what business success looks like, be expected and enabled to act on their knowledge to improve performance and have a direct stake in the company's success and risk of failure.

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Nationwide Building Society

Employee Connect Nationwide has a group of 1,000+ employees called Employee Connect. The virtual group influence business decisions by being consulted on ongoing issues including product design, service improvements, marketing and employee campaigns. The company creates bespoke employee apps to foster greater interaction. For the Annual Awards 2015, the event app had 96% of employee finalists logged in, 796 photos posted, 969 comments, 1,232 status updates, 4,274 likes and over 55,000 visits. The retail division comprises 9,000 employees across 700+ branches and sites. To connect those employees the company have created a Virtual Retail Expo, which enables people to have a better understanding of what other Retail teams do, key contacts, latest news and product information. Corporate cascade Nationwide's five year Corporate Plan is announced internally in April each year. Following a leadership conference for the top 800 leaders, the corporate plan is then cascaded through every division, department and team within the business over a 6 week period. So every one of our 17,000 employees receives a face to face presentation on our latest business strategy.

Employee Connect Nationwide has a group of 1,000+ employees called Employee Connect. The virtual group influence business decisions by being consulted on ongoing issues including product design, service improvements, marketing and employee campaigns. The company creates bespoke employee apps to foster greater interaction. For the Annual Awards 2015, the event app had 96% of employee finalists logged in, 796 photos posted, 969 comments, 1,232 status updates, 4,274 likes and over 55,000 visits. The retail division comprises 9,000 employees across 700+ branches and sites. To connect those employees the company have created a Virtual Retail Expo, which enables people to have a better understanding of what other Retail teams do, key contacts, latest news and product information. Corporate cascade Nationwide's five year Corporate Plan is announced internally in April each year. Following a leadership conference for the top 800 leaders, the corporate plan is then cascaded through every division, department and team within the business over a 6 week period. So every one of our 17,000 employees receives a face to face presentation on our latest business strategy.

Employee Connect Nationwide has a group of 1,000+ employees called Employee Connect. The virtual group influence business decisions by being consulted on ongoing issues including product design, service improvements, marketing and employee campaigns. The company creates bespoke employee apps to foster greater interaction. For the Annual Awards 2015, the event app had 96% of employee finalists logged in, 796 photos posted, 969 comments, 1,232 status updates, 4,274 likes and over 55,000 visits. The retail division comprises 9,000 employees across 700+ branches and sites. To connect those employees the company have created a Virtual Retail Expo, which enables people to have a better understanding of what other Retail teams do, key contacts, latest news and product information. Corporate cascade Nationwide's five year Corporate Plan is announced internally in April each year. Following a leadership conference for the top 800 leaders, the corporate plan is then cascaded through every division, department and team within the business over a 6 week period. So every one of our 17,000 employees receives a face to face presentation on our latest business strategy.

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Meda Pharmaceuticals

The hours of work are 8:45 - 16:45 which enables them to miss a lot of rush hour traffic to get valuable time at home. They also provide hot drinks, cold drinks, biscuits, fruit, occasional lunches, salad dressings, and small things to offer a home from home environment. They have recently had a large office refurbishment which has enabled them to create an environment which allows people a better work environment. There are several areas for privacy, relaxing and thinking to encourage people time away from their desks.

The hours of work are 8:45 - 16:45 which enables them to miss a lot of rush hour traffic to get valuable time at home. They also provide hot drinks, cold drinks, biscuits, fruit, occasional lunches, salad dressings, and small things to offer a home from home environment. They have recently had a large office refurbishment which has enabled them to create an environment which allows people a better work environment. There are several areas for privacy, relaxing and thinking to encourage people time away from their desks.

The company communicates the organisation's Primary Purpose (Mission), Core Principles (Values) and Outrageous Ambition (Vision) to employees at inductions and display it on internal boards, and at training academies.

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mcgarrybowen

They have a 6 month Management Development Programme available called Step Forward. This programme includes modules in Values Based Leadership, Coaching as a Leadership Style, Managing Performance and Recruitment. During the programme managers also have access to an online leadership library and bite size breakfast learning sessions with topics including Managing Conflict and Handling Difficult Conversations. Additionally in the weekly workflow meeting they have a forum for managers to discuss live issues in the agency with the senior leadership team. Outside of this forum, they also create smaller working groups of managers with senior leaders to support them in their daily tasks. An example of this is having the creative services director meet with the CEO and creative directors weekly to discuss resourcing in his department. They also invite their managers to attend more senior training opportunities such as those organised by the AAR and IPA.

Every Friday morning they have an all agency meeting. It's an opportunity to share what's going on in the agency, welcome new joiners, allow teams to share the work they're doing for clients and a forum for parish notices. All accompanied by a free bacon / egg sandwich and a hot cup of tea! It's great for encouraging inter-department relationships and is just a great way to end the week. The last Thursday before payday is 'Thirsty Thursday' when a member of the management team chooses a venue and invites the agency out for a few drinks. It's timely because many people are short of funds and it's a good opportunity for people to socialise and unwind together. 'What's going on?' is an email summary contributed to by anyone in the team, a weekly snapshot of the culture, successes, people and news at the agency. Normally compiled by the CEO or another member of the management team it's sent to everyone at the end of the week so if you've been away or busy on a project you can keep in touch with all the goings on.

The values at mcgarrybowen are defined by the behaviour of the management team in all aspects of running the business. Those values are respect, honesty, openness and an inclusive, collaborative spirit. The team challenge themselves to fulfil these values every day in all dealings both with the broader team and their clients. They actively seek feedback on what they're doing as a company and listen. They empower their people to make decisions and encourage people to excel and grow.

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