Resources

EMH faced the common challenge of organisational ‘roll bleed’—where the boundaries between roles blur, leading to stress, burnout, and a lack of clarity in decision-making. Their customer-facing teams handled everything from routine repairs to deeply sensitive issues like domestic abuse. Leaders were juggling change and pressure...

Back in May 2023, a new Director of People joined the Longhurst team and led them through the Best Companies process, which helped shape their updated People Strategy and development priorities for 2024/25.

One of the key strategic aims was to build resilience across the organisation, supporting colleagues through an increasingly complex landscape. The organisation recognised that employees were facing...

Interfloor was embarking on a once-in-a-generation transformation programme involving significant investment and operational change. 

With much of the plan still confidential and unfolding in phases, leaders found themselves navigating a complex environment where they had to take bold decisions and support their teams—without being able to offer full transparency.

Following a period of significant growth, CHIC expanded to a team of over 40 colleagues. As the organisation evolved, so did the complexity of its operations and internal dynamics. 

The leadership team recognised an opportunity to strengthen team collaboration and performance, ensuring new and existing team members could thrive and deliver even greater results for CHIC’s growing membership base.

CHIC wanted to:

With expansion came new pressures. Leaders were being asked to think and act more strategically while staying grounded in Langley’s strong, people-centred values.

There was a clear appetite to strengthen leadership effectiveness—celebrating what was working, while identifying where behaviours, communication, and collaboration could be sharpened.

Langley’s Senior Leadership Team (SLT) wanted space to reflect on their impact, build shared understanding, and drive a culture of accountability and continuous improvement.

The Sherborne Estate had seen rising crime, growing intergenerational unemployment, and a lack of community-led initiatives. Many volunteers were deeply committed but lacked the confidence, structure, and tools to turn their ideas into action.

Volunteers were often facing personal barriers of their own—including recovery from addiction, the impact of domestic abuse, and long-term unemployment.

YMCA Cheshire recognised that a new approach was needed—one that would nurture confidence and leadership from the inside out.

Leaders across the organisation were facing increased demands—balancing operational delivery with the need to think more strategically and lead through change. 

There was an appetite for a programme that would:

• Develop self-awareness and leadership confidence

• Equip leaders with practical tools to lead teams effectively

• Foster a shared language and leadership approach

• Embed accountability and continuous learning

The client also wanted to track development progress and impact over time, using evidence-based tools.

Returning to work after a period of stress, Johnathan faced multiple challenges:

• Rebuilding confidence and focus in a demanding environment

• Navigating workload pressures while managing personal stress

• Re-engaging with colleagues and restoring team connection

• Understanding the underlying causes of his behavioural changes

His line manager wanted to support him in a structured, evidence-based way.