What are companies doing with regards to 'Leadership'

Clinical Professionals hold daily WIP meetings, they have an open door policy for Associate Directors, ongoing training and provide support for all employees.

Clinical Professionals hold daily WIP meetings, they have an open door policy for Associate Directors, ongoing training and provide support for all employees.

Matt Barlow hot desks around the office, deliberately working his way round various departments, ensuring he gets to engage with all staff members. He does not even have his own office, and simply books a meeting room if he needs to work on something confidentially. Matt and John also operate an open door policy, both literally and metaphorically. Their email addresses and phone number are posted on the Intranet and anyone can pop in or book some time through their PAs. This is regularly encouraged and Matt also hosts Munch with Matt. This is a regular monthly lunch time slot in his diary when staff can join him for lunch and raise any issues or ideas in an informal setting – ensuring that staff are making the most of his open door policy. Matt also writes a regular blog on the Intranet, often inviting direct response, either in person or via email. On a social level all staff are invited to Matt's house for a meal. He holds these regularly, with priority being given to new staff, or those he has not connected with for a while, but all staff have the opportunity of joining him for one of these meals. Both Matt and John also make a habit of using the staff break room and joining teams for lunches or staff birthday celebrations. Matt also makes sure to enter the staff pool and table tennis tournaments, alongside joining in with social events.

CAP reuse scrap paper. Many of their employees car share and are encouraged to do so. They have switched to energy-efficient hand dryers. They switched to Mac minis from PCs as they were more energy efficient. They also have a “sleep” policy for the computers at night, as with Mac minis the difference between “sleep” and off is negligible. CAP have an ethical action team (EAT) for all environmental issues. Matt Barlow, their Chief Executive is part of this team. They have implemented a number of charity-wide environmental awareness days, educating and informing employees of how they can become more environmentally friendly in their work and personal lives. Matt Barlow is also leading a consultation into environmental travel to work. They also ensure that their tea, coffee and biscuits are all Fair Trade.

ChapmanBlack took the entire company away for a "Summer Holiday" team building weekend. This was a weekend stay at an adventure activity ground in Suffolk. The guys spent the day on activities such as working together as a team to navigate swamps, transport liquid from one area to another as fast as possible without spilling any, abseiling and zip wiring. A lot of ChapmanBlack's incentive trips are based on individual performance, rather than the performance of the team so the winners often go with a mixture of people from the company which they find really beneficial in bringing different parts of the business together. Regularly as a company, ChapmanBlack go out for drinks. They find this, as a young company, to be the most effective way of bringing people together. They have a bar in their office as well and provide drinks for people there on a Friday before everyone goes out together. ChapmanBlack let their employees take the lead in the activities that they want to do. They don't believe in "enforced fun" but they try to act as facilitators to the needs and desires of their employees.

Senior Management at ChapmanBlack demonstrates their commitment to the values of the organisation through everything that they do. Every member of the Senior Management Team has come from inside the company and they would not have got to the position that they are in now, without demonstrating the values that the company holds dear. Their attitude every day is the best daily practice they use to demonstrate their commitment to the values of the company. ChapmanBlack have a strong ethos around leading by example, which sees senior managers prepare to, for example, mark up a Whiteboard with gridding tape or create a PowerPoint document; there is no job too small to not apply the values of the company to. This willingness to "get their hands dirty" and to perform even the smallest task with excellence, is the best daily practice.

During transition, Stephen Bell, the Chief Executive, has managed to maintain a consistent leadership style. Time is prioritised to attend every corporate induction not only to outline his vision but also to engage with new starters about their previous experiences and feelings about joining Changing Lives. He also attends every national staff council meeting. He champions the involvement of all employees in generating ideas and suggesting improvements. Stephen Bell remains highly visible, visiting each of their 38 projects at least once a year and spends time with not only managers, but also colleagues and service users. He also takes retiring employees for lunch. Stephen Bell is highly committed to encouraging the employment of ex service users into employment aiming to increase the levels from 26% to 33% in the next three years.

During transition, Stephen Bell, the Chief Executive, has managed to maintain a consistent leadership style. Time is prioritised to attend every corporate induction not only to outline his vision but also to engage with new starters about their previous experiences and feelings about joining Changing Lives. He also attends every national staff council meeting. He champions the involvement of all employees in generating ideas and suggesting improvements. Stephen Bell remains highly visible, visiting each of their 38 projects at least once a year and spends time with not only managers, but also colleagues and service users. He also takes retiring employees for lunch. Stephen Bell is highly committed to encouraging the employment of ex service users into employment aiming to increase the levels from 26% to 33% in the next three years.

At BDHT they try never to say ‘no' to anyone's request for development. They believe that the motivation and goodwill created by actively supporting staff on meeting their personal work related ambitions is invaluable. Each year their corporate sponsorship programme ensures that any member of staff is given the opportunity to achieve their ambitions ranging from a GCSE in English to a professional qualification. In the last five years 78% of their staff have engaged in the corporate sponsorship scheme. Using the MC3 tool as the starting point BDHT developed a bespoke Leadership Development Programme focusing on motivation energy, prioritisation, encouragement, engagement and empowerment. This learning was used to examine BDHT's current structures and system, and consider how to best support the development of staff.

The Wellbeing breakfasts, eight per year, are a huge hit with staff. Everyone gets to socialise with colleagues and improve their health and wellbeing! This year the ‘Wellbeing Champions' developed the concept of ‘mind-body link', looking at ‘the energies', raising awareness of the negative effects of stress on people's bodies, recognising that people are human-beings with different personalities, energy levels and interests. Successful new initiatives have been a visit by The Energy Doctor to re-energise lives! Establishment of a weekly yoga group. The ‘No Skills Required' staff choir, recognising positive effects on wellbeing of music and singing. Training ‘Wellbeing Champions' to deliver ‘NHS Health Chats' to motivate colleagues to make small changes to their lifestyles to benefit their long term health. Mental Health Awareness training sessions for Leaders. Following staff feedback the usual Wellbeing Day was transformed into ‘Feed Your Soul Fortnight' with taster Qui-Gong sessions, holistic therapies, wellbeing walks, health talks, ‘Mindfulness' sessions, staff lunch share, a health quiz, culminating in a morning of laughter with the Laughter Clinic! An added benefit was that all staff were allowed time out to attend two sessions during their working day and everyone was given a voucher for an extra hour in bed! Although a simple idea, but probably the most important thing bdht do, is to encourage people to have fun. Furthermore BDHT expect that this is part of the working day. The more they promote fun, the better they perform.

Everyone across the agency impacts on the success of their business, whether cost-savings, improving cash flow or creating award-winning work, so each month individuals can nominate themselves for the Impact of the Month Award. The board short-lists the best nominations, they then present their work to the rest of the company at the first Monday morning meeting of the month. Each member of staff is given a voting sheet with a list of the nominations so that they are all able to vote on a winner of each category. At the following Monday morning meeting the winners of each category are announced, and presented with retail vouchers from one of the Co-Founders. This contributes to the Star of the Month. Each month the Board vote for the Star of the Month. Star of the Month recognises employees from across the agency who have gone “above and beyond “to achieve success at work. At the end of the year, each month's winner's name is placed into the Star of the Year draw to win a chance to work in the international office of an Oriella PR network partner for two weeks. Previous winners have chosen Australia, India and San Francisco.

Brands2Life encourages an open, honest and collaborative agency culture. None of the directors, including the co-founders, have offices. The office is one open plan space which means an open door policy is in place at all times, enabling staff to feel they can approach and collaborate with the co-founders at any time. The co-founders believe that they should lead by example and from the front. They take weekly company meetings, still work on client accounts, participate in company events and always take a vested interest in everyone's careers no matter what level. They hold quarterly review meeting sessions with the Board to enable them to be kept informed about the performance of all staff. In addition to this they also run training sessions and company introductions for all new starters. Both co-founders take the Q&A session with all levels twice a year because they want to hear first-hand from people how they feel about the company. If everyone has had a tough busy month it is not unheard of for them to arrange surprise lunches to thank everyone for their hard work.

Employees have the opportunity to feedback at monthly staff meetings and company off site events. As well as this individual teams welcome direct feedback. In addition, there are regular e-mails seeking feedback as well as annual employee surveys.

They have put together a group which comprises people at all levels within the investment team to focus on the specific development needs of their investment professionals. This group is in the process of consulting directly with all members of the investment team about what they consider to be their individual training needs and the needs of others.

The business is completely transparent in respect of business performance to turnover, margin parameters and targets. When the business has experienced good or exceptional performance, rewards and recognition are given to all staff. For example the business achieved a record month in August and everyone had the attached thank you Rapper style poem from the Directors together with a bottle of Prosecco. The thank you was headed 'Record Month Rapped Up!' in a Rapper style theme and involved a poem. Each one was signed by the Directors with 'Rapper' titles. This type of reward is common place and can vary based on Company performance or to reward individual performance. The one off individual rewards can be anything from spa days, one off bonus payments, theatre tickets and hotel breaks to more public recognition and reward for high sales performance in front of peers with a themed awards ceremony.

The business is completely transparent in respect of business performance to turnover, margin parameters and targets. When the business has experienced good or exceptional performance, rewards and recognition are given to all staff. For example the business achieved a record month in August and everyone had the attached thank you Rapper style poem from the Directors together with a bottle of Prosecco. The thank you was headed 'Record Month Rapped Up!' in a Rapper style theme and involved a poem. Each one was signed by the Directors with 'Rapper' titles. This type of reward is common place and can vary based on Company performance or to reward individual performance. The one off individual rewards can be anything from spa days, one off bonus payments, theatre tickets and hotel breaks to more public recognition and reward for high sales performance in front of peers with a themed awards ceremony.

David and all senior managers at AAT ensures they are always accessible and visible by working and spending time at all of their work locations. David and all senior managers also attend local team meetings and keeps in touch with employees via the Intranet. David also keeps everyone informed via Twitter and our Ability Facebook page.

Ability Housing continually review how they can support their employees whilst at work. They believe by having and creating a work life balance, their employees will continue to give excellent support and service to their customers. All employees are aware of their health care cash plan as well as the support and advice which can be accessed by their Employee Assistance program. All Managers are empowered to listen and seek feedback and to take appropriate action. In addition as part of AbilityPOSITIVE+ they have set up a Wellbeing group which has enabled them to review their current practises and reward schemes. A Wellbeing group as been set up as part of AbilityPOSITIVE+ to review their current practices and benefits. Recently they enhanced their health plan to include an Employee Assistance Program as well as enhanced gym membership.

This year Updata Infrastructure introduced the Employee Assistance programme which offers a helpline where employees can speak to an experienced counsellor, legal representative or qualified nurse 24 hours per day, 365 days per year. This provides around the clock advice and counselling on matters such as, emotional issues, bereavement, relationships, health concerns, healthy living advice, alcohol/quit smoking advice, debt/money matters and landlord/tenant disputes. Employees also receive access to the Worklife Solutions website where you can gain access to help on a number of topics including: relationships, family, home, bereavement, finances, sickness, disability, retirement, change, workplace conflict, working as an expatriate, work-life balance, stress, nutrition, smoking, drinking, ill health, physical health and healthy heart. The Healthy Living website includes an online health coach, Heath Matters E-Zine and information on an extensive range of health related topics. Employees can set personal fitness goals and track their progress online. Finally, employees can take an online assessment, generating their own ‘Q' score, understanding the impact that their lifestyle is having on their health. There is also an area for line managers providing management tools and advice. In addition to this, the company have launched an income protection scheme, the policy will provide 65% of base salary until the age of 65 should an employee become medically incapable of performing their duties. This takes the stress and worry out of any long term sickness situations for the employee.

This year Updata Infrastructure introduced the Employee Assistance programme which offers a helpline where employees can speak to an experienced counsellor, legal representative or qualified nurse 24 hours per day, 365 days per year. This provides around the clock advice and counselling on matters such as, emotional issues, bereavement, relationships, health concerns, healthy living advice, alcohol/quit smoking advice, debt/money matters and landlord/tenant disputes. Employees also receive access to the Worklife Solutions website where you can gain access to help on a number of topics including: relationships, family, home, bereavement, finances, sickness, disability, retirement, change, workplace conflict, working as an expatriate, work-life balance, stress, nutrition, smoking, drinking, ill health, physical health and healthy heart. The Healthy Living website includes an online health coach, Heath Matters E-Zine and information on an extensive range of health related topics. Employees can set personal fitness goals and track their progress online. Finally, employees can take an online assessment, generating their own ‘Q' score, understanding the impact that their lifestyle is having on their health. There is also an area for line managers providing management tools and advice. In addition to this, the company have launched an income protection scheme, the policy will provide 65% of base salary until the age of 65 should an employee become medically incapable of performing their duties. This takes the stress and worry out of any long term sickness situations for the employee.