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ecosurety – Team Values

TEAM VALUES – BELIEVING IN PASSIONATE PEOPLE

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What your people say about you as a business really counts in terms of market perception.  In fact, they are potentially your greatest advocates, conveying what is great about you and what they see as the kind of people you are – your team values – to thousands of people every day.

Selling dreams

Every business understands the importance of its brand.  The image it presents to the marketplace and the dreams it sells to its target market are fundamental to its success.  Most businesses set aside a significant proportion of their budget to invest in developing and presenting this image, which inevitably changes over time.

One growing business did this, but took some additional steps as well.  Ecosurety is an environmental compliance services provider.  Formerly known as Budget Pack, it spent a large sum of money on corporate branding.  But it didn’t stop there; ecosurety looked within itself as well as externally.

“It’s a hugely exciting change,” says managing director James Potten about the rebranding.  “Becoming ecosurety helps us to tell everyone precisely who we are and all that we can do.  Why have we done this ?  Because since our launch in 2003 we have changed a great deal.  We are a dramatically different business today, with services that build on our roots in waste compliance and take us into other areas too.”

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Chairman Steve Clark adds: “It’s a great fit with our ethos and approach, but we also work in partnership with our members and help them embrace sustainability on their own terms.  It’s essential to our business values.”

The branding consultants that James and Steve used followed best practice and involved the whole workforce in discussions about the precise meaning of these brand values.  Informed by these discussions, three headline values were expressed : Protect, Inspire, Perform.  The specific implications of each of these – for sales, marketing and customer service – was then explored and agreed with the whole team.  Also carefully defined were a number of Truths about the way ecosurety does business.  So far so good as far as the external face of the business is concerned, but the work progressed further.

Team values

“If we are to make promises to our customers, and make them stick in a meaningful way” says James Potten “why would we not do so for our own team values as well ?  That’s why we thought Investors in People would be a natural part of our strategy.”

As well as the usual consultation sessions with senior management, initial diagnostic and report, briefings at management meetings and presentations at team meetings, ecosurety asked me, as its Investors in People specialist, to provide something extra.

From the beginning of our relationship I could see how serious they are about the business benefits of being the best employer they could be.  As one employee explained : “I can genuinely say I look forward to coming into work every day” and there is a deep sense of openness and trust.  There was an enormous amount of excellent management practice but there were gaps :

  • Previously, the team values and business plan had been “created in only a semi-inclusive way”
  • Learning and development was not planned and evaluated against specific business priorities
  • Manager capabilities were not yet effectively analysed and built into the performance management system

The management team, supported by HR Manager Jackie Smith, developed and implemented solutions to address the last two issues. The extra step was then taken to make the values central to the way everyone works together.

As a trained facilitator, I was asked to run a workshop for the whole team.  Using Protect Inspire Perform as the starting point, three mixed discussion groups “satellited” around three discussion points :

  1. In our own words what do we believe is important as a place to work, considering the way we should treat each other and work together ? How can we define our ethos in terms of a shared commitment to the team values ?
  2. What specific commitments should we make to our colleagues and our manager ? What do we have a right to expect from each other ?
  3. How can managers support our team values in the way they manage ? What specific commitments should managers make to the people that work in their teams ?

I then took the flipcharts and turned them into a simple one-page document that became known as Our Belief In Our Team.  James Potten signed this document, it was published and the content of it then integrated within people policy in areas such as :

  • recruitment
  • learning and development
  • performance management
  • management training

It was a fantastic event” says Jackie Smith. “Even if the document listed things we were already doing, the passion with which everyone got involved was amazing.  And since then, nobody has had a problem with pointing out to their colleagues if their behaviour has contravened the published beliefs or team values.”

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Since Our Belief In Our Team was issued, ecosurety has made great strides.  End-of-year results exceeded expectations, customer feedback on the rebranding has been excellent, staff retention is well above average, growth plans are ahead of forecast and Silver-level Investors in People accreditation has been achieved at first assessment.  Speaking of which, some of the award assessor’s comments are worth noting here :

“It is rare to meet such a thoughtful and reflective company”
“against a backdrop of a rapidly expanding company with challenging targets, you have managed to maintain an ethos of mutual respect and support in so many different ways”
“People felt they were actively encouraged to contribute ideas and, most importantly, that these ideas mattered and counted”
“There is a whole organisation ethos despite the re-structure into distinct teams”
“The culture that you have engendered is one of such maturity and trust that feedback both from managers to team members but also upwards is accepted and valued”

The increased employability deal

The business payback on all this goes further. On the one hand, every Investors in People employer knows the deal, and accepts that the learning and development opportunities it provides make each employee more valuable on the job market.  On the other, as the famous joke goes, “imagine if we don’t train them and they stay.”

What has happened in ecosurety’s case is that the workforce believes in and feels part of what ecosurety is aiming to achieve, not just because of the positive effect on the planet but because of how they really do care about whether the business succeeds or fails.

The passion of the team has communicated itself to the customers.  Satisfaction levels are very high and rising.  New business referrals from existing customers are up.  As they say, “there’s no better advert than a passionate employee.”  Without the need for too much in the way of artificial incentives, everyone in the team, customer-facing or not, acts as an evangelist everywhere they go.  As a result, the sky’s the limit as far as growth is concerned.

As James Potten says : “We’ve always been very busy, concerned with meeting and exceeding our customers’ needs and continuously changing and improving at the same time.  It’s been tough, but the time and investment we’ve put into our own people and the team values means we have a really solid and structured basis that underpins everything we do and gives us confidence for the future.”

If you haven’t already held discussions with your people about how your brand values apply within your team, you should consider doing so.  These sessions can involve more than it might appear, so do think about using an independent facilitator.  You can also arrange some brief workshops on basic selling techniques for non-sales staff to equip them for conversations outside work.

Let’s leave the last word to ecosurety employees : “We are the business.”

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Update 23 March 2016 :  Following an intensive programme – which involved my running a series of in-house steering group meetings, managers’ workshops and whole team events – ecosurety achieves Gold !  See here https://www.ecosurety.com/ecohub/news/ecosurety-achieves-gold-standard-for-people-management/

Alliance Homes Group – Mature People Management

Maturity Doesn’t Always Come With Age

Mature people management practice hinges on how you do it, not how long you’ve been doing it. And it starts with values.

When we think about a mature person, we usually imagine someone who has learned from experience over many years. But when we apply the word to people management, it doesn’t always work like that. It’s perfectly possible for long-established businesses to get stuck in an entrenched mindset where development, change and ‘enlightened’ thinking are simply not on the agenda. On the other hand, there are relatively young organisations out there that have embedded a set of values into their development strategy, demonstrating a truly mature approach to people management.

People management

Values for identity, quality and purpose

A west of England community-based social enterprise providing housing management, care and support, maintenance, and green energy solutions, Alliance Homes Group is a great example of this.
In 2006, it had just split away from the Local Authority, where it had been a directorate merged with Adult Social Services. As an organisation now standing on its own, the team at Alliance Homes Group faced a great many challenges, including how to change their culture from one dependent on the public purse to an independent, energetic and enterprising service provider with its own recognisable brand.

One advantage Alliance Homes Group had was the enlightened thinking of the Chief Executive, Clive Bodley, and his senior team. Their primary focus was on customers and service users, so a great deal of work went into developing a set of customer service values, with some high-quality training to support this. Cleverly, they made these values applicable to Alliance Homes Group as an employer as well. Through facilitated staff events, they involved their people in creating and expressing a set of words they could apply internally as well as externally.

With those values and commitments in place, published and owned by everyone, they had a solid foundation from which to develop. And develop they did. Strategic planning, role descriptions, appraisals, training and communications have all been planned and implemented with explicit links being made back to the values.

Surveys and employee voices shaping improvement

One demonstration of how their emotionally intelligent approach is working is how the employee survey has come to be treated by departments like HR, Finance and IT as a customer satisfaction measure. They agree improvements to the service they provide internally in just the same way as the customer-facing teams do in response to the survey results they receive.

Alliance Homes Group were committed to consulting with the whole team on a five-year corporate plan and putting in place their own systems to implement it. They formed a Performance Management Group to oversee the whole process at corporate, team and individual levels. They recognised the need to evaluate as they went along, and invited me to carry out an internal perception-gathering exercise.

An online appraisal system was designed, with ratings against a comprehensive list of competencies. But there were issues. Although there were many performance metrics in place, people weren’t making the best use of the information these provided. So we streamlined the process into a crystal-clear traffic light report approach, published to both customers and staff.

Another issue Alliance Homes Group faced was people not being clear about the role of managers, and having an inconsistent understanding of what was expected of them. To address this, Alliance Homes Group rolled out a modular management development programme with additional coaching elements, which, over time, led to a real change in managers’ behaviour. One of the administration team told me, “I feel inspired – my manager supports me and is willing to share his knowledge and experience to help me progress.”

To accreditation and beyond

In 2010, Alliance Homes Group felt it was ready for Investors in People accreditation, invited the assessor in and achieved Bronze on its first go. But as with many businesses where excellence in people management  is embedded in everything they do, the improvement didn’t stop there. Despite a major restructure, which led to a lot of pressure on Alliance Homes Group’s HR team (three TUPE projects in a single year!), the organisation continued in its commitment to developing its culture and its people.

“We were due to be re-assessed at the end of 2013, so 12 months before that Lance carried out an informal audit for us to benchmark where we were,” explains Amanda Strange, Assistant Director of HR. “Following the audit, Lance identified the areas where we needed to focus our efforts, including evaluation systems, all-staff communications about strategy and values, team meeting agendas and developing a people policy, all of which we worked through.”

The shift from local authority department to independent organisation may have been difficult, but it enabled Alliance Homes Group to decide what sort of business it wanted to be and to create a workplace culture that reflected that. Much of what they do now would have been far less likely in their former guise. They are open and transparent within their team. As one employee explained, “It’s amazing that we’re given all the information about figures – we’ve never had that before”.

They delegate measurement and reporting across their team to create a sense of ownership. They hold regular team meetings, inviting guest speakers from different teams to talk about what they do, to improve cross team understanding. What’s more, they invest in skills for the long term and think innovatively about learning solutions, with options including job shadowing, mentoring and on-the-job coaching. “I prefer learning practically rather than in a ‘chalk and talk’ situation,” explains one team member. “The shadowing opportunities have been great for this.”

These achievements have been made possible because of the all-important values. If there’s an atmosphere of trust, then so much more can happen. People share more, challenge what needs to be improved, and come into work with smiles on their faces. Faith in human nature becomes a virtuous circle. That’s got to be good for customers, right?

Time served vs. maturity

To talk about mature people management is to talk about values and the atmosphere they create. Shaping your values with your team and embedding them in your business is the first step to maturity, because it breeds a workforce that is more engaged, responsive and committed – which in itself can take your business to new heights. And you don’t have to have been around for decades to do it. You just need to mean it, and follow it up with actions that bring those values to life.

Just like Alliance Homes Group did.

Hft – Leadership Qualities in Everyone

Why leadership means more when it’s spread out

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When it comes to effective leadership, the spotlight turns not just on the team at the top. Encouraging leadership qualities in employees at every level can have a powerful impact on performance.

If you google ‘distributed leadership’ you’ll get such a plethora of articles and images it’s almost impossible to work out what it’s really about. The idea has been around for some years now, but only an enlightened few organisations have managed to successfully put it into practice.

One of them is Hft, a national charity providing local support services for people with learning disabilities. And while Hft sits firmly in the social care sector, the principles and approaches for encouraging good leadership behaviours in staff across an organisation apply to us all – multinational or microbusiness, profit-driven or charity.

Steady under pressure

As in many other sectors, Hft operates in a world where outside pressures can set the agenda and influence how the organisation operates, from central and local government to regulators and the families of the people they support. But despite the huge pressure to focus on compliance, Hft has held steady in its commitment to its team, understanding that they hold the key to creating the best experience for the people they’re there to support.

For Hft, individual leadership comes in the form of each member of staff working with another support worker to draw up a client care plan, inspiring them to stick to it and helping them to achieve great things. A few years ago changes in legislation introduced the need to have a care plan for each person Hft supports, so they responded by designing a special training programme which enables them to delegate responsibility to the support workers themselves.

This meant everyone in the organisation had to think in unfamiliar ways about their role in helping the people they support to gain more independence. The main problem lay in switching from care provider to facilitator – as one support worker put it: “people deserve more than just care.”

Initial research revealed that Hft was already doing well with working in partnership, being creative and flexible, aiming for the best and having a genuine passion for what they do. So the next step was to build on these existing strengths by painting a clear company vision and sharing it effectively with their employees. Hft Centres across the country set about designing their own interpretations of this model, so it was always relevant. “They’re quirky, but they really work for us,” says one Hft employee.

Initially seen as “more paperwork”, the subsequent response was extremely positive as it allowed support workers to think deeply about the aspect of the job they found most rewarding – seeing people flourish and gain independence. “We call it person-centredness,” says Paul Twynam, Leadership and Management Specialist at Hft.

The roots for success

Organisations wanting to reap the benefits of distributed leadership will need to make sure they create the right environment for it to flourish. Looking at the Hft example, the roots for success include:

· Thinking very carefully about the different communication needs of different groups of staff, and adapting the channels to suit
· Consulting with staff on all major decisions and explaining the bigger picture, via their Partnership Forum and team meetings
· Encouraging managers locally and at the top to create an environment where people feel trusted to make the right calls about how they do their jobs
· Designing the delegation of accountability into all training, and providing ample support during the transition

Taking this approach allowed Hft to achieve great results in a sector where costs are being squeezed and inspection regimes are tough. And when it comes to fully invested employees, the positivity of Hft’s people speaks itself: “The way Hft does things is how it should be done in the 21st century,” says one Hft employee; “I’m really proud of our approach to supporting people” says another. The longer-term impact on Hft’s working culture means:

· The organisation is freer than most to take strategic decisions without being tied by outside factors
· The organisation is able to plan and manage major change programmes, knowing that their people have the mindset and competence needed for these to work. In the last year alone, there has been a merger and a new strategy launch
· Compliance problems are reducing
· Sickness and absence rates are lower than the UK average for the sector

Across all sectors, being a leader involves developing a vision and inspiring others to achieve it. For example, in the construction industry each contract manager, using the specification as a vision and the programme as a roadmap, has to inspire colleagues, partner contractors, tradesmen and clients to buy in to the suggested ways of achieving that vision – on time, to spec and within budget.

It’s Time for a Proper Chat – Appraisal Skills

It’s Time for a Proper Chat – Appraisal Skills

Whatever name your organisation gives to appraisals – time outs, performance reviews, one-to-ones, job chats – the time may have come when they need to become more meaningful and more effective.  Managers need to think differently about how they are done.  This thought-provoking session turns the traditional view on its head and suggests that, for everyone but new recruits, the most effective method is to encourage people to assess their own performance and to set their own goals.  That way, there is more accountability and less paperwork for the manager.

Learning Aims

By the end of this six hours of appraisal skills training, delegates will be able to :

  • deliver appraisals effectively and confidently
  • demonstrate the skills to enable them to give and receive constructive feedback
  • agree clear goals
  • manage underperformance in a positive way

For Whom

This one-day workshop is for people whose role includes managing and appraising other people.  It acts as a useful refresher to complement any previous or existing training in managing performance, and acts as a standalone for people who have had little formal management training.  It is particularly useful for those who spend most of their time doing the technical side of their job and are expected to complete performance reviews for their team.

Content

The material is adapted to each organisation’s process and culture.  As well as some appraisal skills teaching, delegates will learn by increasing self awareness, discussion, practising scenarios and active fun.

  • The relevance of a good appraisal process – why they are a good thing
  • Situational leadership self awareness exercise – flexibility in leadership style
  • The outcomes of a good appraisal
  • Listening, questioning
  • Giving and receiving constructive feedback
  • Setting goals
  • Creating the right environment
  • Levels of happiness; motivation and empowerment
  • Managing underperformance
  • Your organisation’s process and paperwork

It’s not our job to sell, is it ? – Selling skills for operatives

“It’s not our job to sell, is it ?”

In a small or medium-sized business, the pressure is on to win new work.  The Director in charge of sales and his/her team do what they can to bring in enough at least to keep everyone busy.  The difficult job of identifying opportunities to explain how great the product or service is can be so much easier if the whole workforce is involved as well.  This session covers the basic skills people need to make optimum business use of the sense of pride in doing good work for a good company.

Learning Aims

By the end of the session, people will be able to :

  • Demonstrate a good understanding of the demands on everyone in a small business
  • Take responsibility for their own contribution to developing the business
  • Explain some tools and techniques which will prove helpful to them in taking advantage of new leads in the future
  • Take forward some ideas the group has had for generating more new business leads

For Whom

This half-day workshop is for people who have not had any selling skills training but deal with customers as part of their day-to-day job.  These may be site operatives, customer service officers or anyone who answers the phone.  It acts as a useful eye-opener in how to spot opportunities to promote the company and encourage anyone the delegates come in contact with to do business there.

Content – Selling Skills

  • The importance of everybody getting personally involved in promoting our services
  • What are we expected to sell ?  Who to ?
  • Identifying opportunities
  • A good answer to the question “What do you do ?”
  • What information we need to get from potential customers
  • The techniques for “closing the deal”
  • Features and benefits

Investors in People – what is it?

Investors in People

On the business networking circuit and online, I have become known as The Investors in People guy.  Investors in People is not all I do – see my What I Offer page – but I believe in the principles of the framework and its power to make life easier for my clients.  As it is a ‘business to business superbrand’ it deserves an explanation.

What Investors in People Is

It is a structured method of measuring the extent to which four key ingredients of success apply.  These are:

  • Clear goals
  • Learning is part of the job
  • Good leadership
  • Involved people

If you think these apply to you at all levels – individual, department/team and organisation – you are most likely already an Investors in People in most respects.  You should bear in mind, though, that most of the evidence is gathered by talking to your people.  It is therefore perception-based.  There is often a gap between the reality which managers see and that which the rest of their team perceives.

Many of my clients use me as their adviser as they follow the best practice disciplines.  They do this to gain insight, with no intention of seeking accreditation, and that is fine.

How Does It Work?

The best way to demonstrate is by example, so see the case studies for Care Matters, Elmtree Garden Contractors and Rise Technical Recruitment

Moving Up a Level

An Investors in People organisation meets all the requirements of what we specialist experts call the Core Standard.  To provide extra stretch and challenge against world class best practice, there are additional elements to the framework.  The number of these additional elements dictates whether an organisation is Silver, Gold or Platinum.

Investors in People Gold

The Reasons for ‘doing’ Investors in People

In ascending order, these are:

  • to get the badge.  The accreditation is a sign of quality which gives many organisations a marketing edge.  Many suppliers to public sector bodies or large corporates need to show evidence of a quality system in their framework documents.
  • to become a great place to work.  The science of happiness tells us that all of us should be mindful of the need for personal fulfilment and motivation in our lives.  Looking forward to coming to work, and enjoying the company and mutual creativity of our colleagues, ought to be a natural state.
  • to achieve better results.  Investors in People is hard-nosed in relating the way you lead, manage and develop your people to your business objectives.  For example, if a training course is not helping you achieve what you need to, why are you doing it ?  It is all about unlocking the potential of your team, increasing its focus and improving communication and teamwork.  As a result, your capacity to achieve excellent performance is greatly enhanced.

What Investors in People is not

  • prescriptive – it doesn’t tell you what to do, it asks searching questions so you gain insight about your management practice, facilitating a process of finding solutions
  • bureaucratic – Investors in Paper! – only two documents are required: a business plan and a training plan
  • an open cheque book for training – direct spend on training often decreases because you get better at in-house coaching etc
  • an easy option – it is a serious strategic approach to achieving better performance
  • about pay, terms and conditions, disciplinary/grievance procedures, health and safety, hiring and firing
  • a touchy-feely bolt-on HR initiative

Want to learn more ?

You can either book a consultation visit at no charge or, if you have a group of people, request a workshop

Elmtree Garden Contractors – strategy consulting

Elmtree Garden Contractors - strategy consulting

Elmtree Garden Contractors – strategy consulting

A well-known family firm established in 1969 with a name in the Bristol area for landscaping and grounds maintenance for housebuilding and construction projects.  When I started working with them in early 2010, the founder had taken a step back from the business and his son, Paul Lynch, had assumed the position of Managing Director.  He was keen to put in place a set of properly-structured processes to manage the performance of his then 17 people, and to learn all he could to enable him to feel fully in control.

There has always been a stated commitment to Quality, Service and Reliability, and the firm was already known as one of the better employers in the sector.  What I found when I spoke to everyone who worked there was that :

  • there were very few measures and targets to back up the claims about Quality, Service and Reliability
  • people did not feel they were informed about business performance, strategy and goals
  • Paul and the foremen had had no training in team leadership, meaning they were struggling with the problem of being ‘mates’ with their operatives at times when they needed to keep an objective distance
  • people wanted the occasional chance to have a proper one-to-one chat with the boss

At our strategy consulting sessions, Paul was very positive about moving forward with my suggested improvements, and we worked together on an action plan that had to take account of the seasonal cycle of the trade.

We developed an aims and objectives document, written for the team and using a very simple version of the Balanced Scorecard, that set out what Elmtree was aiming to achieve over the longer and shorter term.  Once this was drafted and discussed with the team, everything else we did could be geared towards achieving the objectives.

I joined team meetings to support the communication of everything that was going on, including how each operative could get personally involved in generating new business leads.  This reduced the pressure on Paul to take responsibility for all sales and marketing operations.  I delivered short in-house skills workshops for foremen on motivation and team building.  I came to see Paul for strategy consulting sessions every six weeks in the winter months to help him keep on track.  I supplied guidance and templates of some 1-page forms so he could get a straightforward system of one-to-one job chats going.

When Elmtree went for Investors in People in March 2012, they achieved the award easily.  The team had spoken in glowing terms about how things had improved and the positive effect these had had on teamwork, communication and customer service.  The resulting benefit to profitability came directly from these.  At a difficult time for the sector :

  • operatives have been kept within the team instead of being laid off during the quiet winter months
  • relationships with main contractors have strengthened
  • new recruits have joined so the team has grown to 28 people
  • valuable contracts have been won and new services launched

Update :  In early 2015 Elmtree underwent their Investors in People reaccreditation.  They gained the award at Silver level, showing how markedly they have moved forward.  The assessor’s feedback highlighted particularly strong practice in :

  • planning – employee participation in the development of company objectives
  • values – regularly involving the team in discussions about what these mean in practice
  • learning and development – the quality of on-site training

Care Matters (Wilts) – Business Improvement

Business improvement - Care Matters

Care Matters (Wiltshire) Ltd is a medium-sized domiciliary care agency which has been operating out of Warminster for over ten years. The manager, Julie King, had heard about Investors in People as an effective business improvement framework, and was interested in finding out more. Always an employer who has been genuinely committed to her team, and already a successful business, she wanted to :

• better support compliance with Care Quality Commission standards
• bring more organisation and structure to systems for managing performance
• confirm her commitment to her team by gaining external recognition

Implementing Business Improvement

We started by arranging confidential one-to-one chats between me and each of her people – a face-to-face staff survey, in effect. This was a bit of a leap of faith on Julie’s part; it takes an enlightened attitude to be prepared to open up to criticism – however constructive – the business one has built up.

The output was a report reflecting perceptions of Care Matters as an employer, both good and no so good points. Julie and I then met regularly to consider consolidating those strengths in management practice and identifying solutions to areas which could be improved. We agreed simple ways to :

• communicate to the team what the business is aiming to achieve
• plan and evaluate learning and development
• redesign the Quality of Care survey of service users
• involve the team in discussions about team working and moral values
• deliver short in-house workshops on management skills for Julie and her team leaders

When we had worked together over a twelve-month cycle to put all that in place, we invited the award assessor in. Her feedback was glowing, especially around effective management, involved people, mutual support and respect, and commitment to high standards. Care Matters gained Investors in People accreditation “with flying colours”.

The agency has continued to grow, profits have risen, there is stronger resilience as it is better able to overcome market volatility, and business improvement has become a way of life. At the next CQC inspection, particular mention was made of the strong leadership and performance management practice in evidence. On top of that, they are a lovely group of people to work with.

 

Palm Equipment – management training

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Palm Equipment International – management training

A Clevedon-based manufacturer and supplier of kayaks and related gear with 45 people, which responded to a mailing about the Coaching For High Growth scheme.  I visited the senior management team to find a business that was building a great reputation worldwide and making money, but wasting resources through firefighting its way through lots of problems.  It had become successful through its technical excellence but the training it had done had not been in the essential skills for working with other people nor in management and leadership.

I started by having one-to-one chats with a representative sample of people and identifying the main issues.  I set these out in a report which the senior management team and I debated and which they then used as guide to help them prioritise their business planning.  The funding scheme mentioned above meant they got all this at no charge.

The next stage was to agree some objectives for a series of four half-day in-house management training workshops – necessary because of shift patterns – and design the training to meet them and to suit the audience.  The sessions were aimed at boosting self-awareness of different styles of leadership and team roles, and gave hints and tips on motivation, coaching, assertiveness and delegation.

Two groups of ten senior staff, including the directors, participated.  They made public commitments on what they were going to do differently back in the workplace and accounted to the group for this at the next session.  The feedback acknowledged the workshops as “very thought-provoking”, “a great contribution to our successful business” and “made a big difference to the smooth running of the place”, and I have been asked back to do some more work on skills development.

Rise Technical – Investors in People Gold

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Rise Technical Recruitment – Investors in People Gold

Of the thousands of Investors in People organisations in the UK, about three percent are Gold; almost all of these have been working with the Standard for many years.

The fast-growing specialist recruitment firm already had a high-profile in the Bristol business community.  The founding directors, Jeff Leng and Ben McCarthy, had featured in the local media for their ambitious and skilled entrepreneurship.  When I was invited in, it was already a successful business, a great place to work, with phenomenal levels of professional ethics, customer service and team motivation.

When we discussed Investors in People, the original intention had been to gain accreditation against the basic Standard, firstly to gain the “badge” as a marketing tool, and secondly to support the ambitious plans for continued expansion.  When I spoke to the people that worked there, it soon became obvious that there was a great deal more in place than the core Standard seeks evidence for.  There was therefore every reason to suppose that the firm could match up to the rigour of Investors in People Gold.  We decided to go for it.

Not everything was perfect:  The team were rather vague on what the top-level business objectives were, more could be done to promote the learning culture Jeff and Ben were seeking to create, and team managers’ skills needed further development.

We worked together to design a series of management skills workshops based around the contents of their operational manual.  I delivered these in bite-sized sessions with lots of practical tools to help make the models in the manual come alive.  We did some serious thinking about how strategy was communicated and the link between training and business targets strengthened, and I gave them tools to help.  I would go to see Jeff and Ben every 3 or 4 weeks, and at every meeting they had always completed the actions agreed at the previous meeting.

When the award assessor came in to Rise, he had no hesitation in awarding Investors in People Gold at the first time of asking, only 9 months after our initial meeting.  The score out of 10 achieved for being a great place to work was between 9 and 10.

The sense of pride in the team has risen even higher than it was.  As their adviser, I too am proud of what they have achieved.  Major credit goes to Jeff and Ben for their positive, responsive and enlightened attitude.  They are quick and effective in implementing improvements, crystal clear on the business benefits of Investors in People, and are well set to be the fastest-growing independently-owned firm in their sector.