About Changing Lives

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.

In order to consolidate in times of change, as well as prepare for future growth, Changing Lives recognised the need to develop the senior leadership team to become more strategic in the running of the organisation. They therefore embarked upon a journey to develop their leadership capability. This involved a number of key initiatives. Firstly, they recognised the need to clarify exactly what skills, knowledge and behaviours are required at every level of management. So, they developed a Management Skills Matrix setting these out from the level of executive director to team leader. They also redefined the authority levels that each level of management should have in the various facets of their work. Recognising that to enable their senior people to progress, they needed to upskill the managers below them, Changing Lives are now in the process of developing a Project Manager Development Programme which will be launched in January 2015. Each of their senior team has had a personal profile completed through Insights, aiding greater self awareness and enhancing understanding of others to assist in really effective team working. They are also taking part in individual development reviews, involving 360 degree feedback from a range of both internal and external colleagues. Each will then have a personal development plan, which will encourage the use of coaches and mentors, shadowing, taking on projects out of their usual remit as well as formal training. 

Changing Lives' staff council has changed during the last 12 months in line with the growth from a north east based organisation into a national one. In line with this, they tasked staff with re-designing the staff council function. This lead to the formation of four regional staff councils representing 28 projects, which feed into a national staff council made up of representatives of the regional councils.  Changing Lives' executive team receives the feedback directly from the staff council and directly engages with staff through setting specific agenda items which can be feedback, ideas and suggestions. A recent agenda asked for ideas on an improved appraisal process and how this can be better aligned with their values, ideas for 5% cost savings, ideas for their next staff conference. Their recently developed intranet “Clive” has an “Ideas” section, as well as a “Challenges” section. All employees are encouraged to contribute to these areas.