What effect will focus on the 'My Manager' factor have?
My Manager - How employees feel about and communicate with their direct manager
The quality of direct line management really impacts engagement, after all the latest stats suggest that 7 out of 10 people leave their manager and not their organisation.
Great managers should be selling the direction and vision of the organisation, helping others see how their role impacts the bigger picture, ultimately influencing the factor My Company. Good Managers recognise the importance of growing and developing their people, which means the My Manager factor also has a significant impact on the factor Personal Growth.
When it comes to My Team, great managers build great teams, but world class managers also focus on connecting teams throughout the organisation. Managers can heavily influence the Wellbeing factor by helping to positively restore a work/life balance, managing employee workload and recognising that employees have a life outside of work
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Marketing & Media Agencies
MadeBrave
MadeBrave runs team away-days, such as a trip to Copenhagen and a Find Your Brave Weekend, quarterly immersion weeks and team-building activities, along with other opportunities to mingle and have fun. This year, an external provider has been brought in to stage events to help to keep staff connected and engaged.
Thanks to its "work from anywhere" policy, MadeBrave estimates its CO2 emissions will be reduced by 73%. It also offers a cycle-to-work scheme. Most of the paper used for print work comes from mills run on renewable energy and the print shops it works with are carbon neutral.
A culture where a healthy work/life balance is strongly promoted is in place at Leap29, and employees are encouraged to take advantage of flexitime, early finishes on Fridays, additional holidays, and regular breaks. Routine check-in calls with managers and the HR team take place to ensure no-one is feeling overloaded.
All managers are given an experienced mentor within the business to help and offer guidance. Along with this internal support network, managers and future managers are given access to a Leadership training program. This includes personality-based training where their natural skills are utilised to improve their leadership.
To help with succession planning and knowledge gaps within the business, NEG has recently introduced an internship programme, extended the number of apprenticeships it has available and sourced market experts into newly created roles. It’s also introduced internal and accredited leadership programmes and used knowledge sessions to strengthen employees’ understanding of glass.
Managers receive a variety of support to help them in their roles, which can include sponsorship for further education, mentoring programmes, job shadowing, secondments and coaching from both their own line managers and recognised coaches.
Working with volunteering provider, OnHand, all employees can spend time volunteering – from planting trees to helping vulnerable people. A commitment to buying locally to support its community sees ClickThrough-Marketing source products from nearby suppliers, including Fair Trade coffee and plants for the office.
All people managers attend an internal 'Leading the Way' programme that consists of four key modules covering ‘An introduction to Leadership’, ‘Leader as a Coach’, ‘Leading Performance’, and ‘Leading the Team’. In addition, all managers are offered one-to-one personal training and support whenever needed in their roles.
Managers discuss results of surveys with their teams. The combination of these listening groups and the survey results enables them to create an action plan that is specific to their teams. It has led to managers thinking differently about how and when they hold team meetings, how they communicate and about team-building events.
Talent programmes are populated through bi-annual reviews. Everyone has a regular one-to-one "developing talent" discussion. Those who are identified as having potential for more senior roles are put forward for fast-track talent programmes that consist of six workshops, coaching and a business project. The learning content is available to all staff.
Revere has built two separate management programmes - one for more junior managers called Boost Leap, and another for more senior managers called Boost Elevate. These bespoke programmes were designed following feedback gathered from the managers, and focuses on consistent process and best practice when it comes to recruitment, new starters and onboarding.
Regular team and all-company social events are designed to encourage communication and interaction. From a Henley Festival summer party through to go-karting, the events have been popular, helping colleagues form valuable working relationships. To further encourage interaction, employees are invited to share their personal updates, news, and views in a dedicated Teams channel.
The company launched its first management training programme, using an external consultant. It consisted of three 90-minute interactive workshops for managers at all levels of the company.
Staff survey results revealed a gap when it came to team building. As a result Mindful Chef ran a range of events in the office, such as cooking masterclasses, speed dating and games nights, all of which have gone down well with staff.
LifeSkills have contributed to many of the good causes where funds have been raised, for example one staff member completed a 3-peaks challenge raising over £3,000, whilst others have participated in fundraisers for a Refuge charity to support women and children who have faced abuse and domestic violence, as well as donating items to Ukraine.
All Managers receive support through regular phone calls and through zoom online meetings by their line managers/senior management for their roles, workload and for mental wellbeing. This works effectively for coaching and mentoring as well on regular basis to solve any issues and to keep all managers engaged for supporting staff companywide.
The company's Ella – 100 Days programme was developed for a customer, but DCSL liked it so much it decided to use it. It is a digital leadership development programme that provides the inspiration and practical tools needed to succeed in the first 100 days in a new management role.
DCSL's chosen charity is the Phyllis Tuckwell Hospice, in Farnham, Surrey, near the company's HQ. All of its charity events raise funds for the hospice, along with donations that are made for every Best Companies survey completed.
In 2021, CMI introduced a paid day for all colleagues to give back to the community through voluntary work, as well as supporting those who do additional volunteering throughout the year with flexible working. The organisation continues to encourage recycling across the business and sends zero waste to landfill.
Chief Executive, Ann Francke, holds weekly sessions with all colleagues, providing business updates, shoutouts to good performers and Q&As. Also, she has introduced “Coffee and a chat with Ann”, where five or six colleagues from across CMI get together virtually for 30 minutes.
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