'Belong, be special and unique'- Timpson Group

So, I’ve recently been developing thinking and solutions around winning companies leading with a PEOPLE LED STRATEGY built on ORGANISATIONAL HEALTH. Of course, it seems the obvious way to go but the reality is, so few companies have cracked it.

Well , I spoke to a company that is a wonderful real world example. I had an amazingly powerful and uplifting conversation with @Janet Leighton, Director of Happiness at @Timpson Group Ltd . For those who don’t know much about Timpson, it’s a privately owned company, with over 5,000 colleagues, over 2,000 stores (Turnover of around ￡300 million) with an array of retail brands in areas like key cutting, photo processing, dry cleaning and shoe repair.

In my career, I can’t think of a business that has such clarity of purpose, such integrity and connection with its’ people. What struck me as a common element was the language of its’ leaders – common sense, empathetic, ‘simple’ and direct but with a clear commercial focus.

Janet tells the Timpson story and ethos beautifully and if I had to pick something Janet shared that reflected Timpson best, it was ‘we want people to BELONG, BE SPECIAL and UNIQUE.’ Many ?companies say the right things but the culture and most of all the actions make this is a really special organisation.

So, what are some of the key principles that Timpson seem to live by

1. COMMERCIAL FOCUS

Janet made it crystal clear that the culture was ‘not ‘soft or fluffy’ and was SO commercial’. Timpson is dynamic, quick and ‘onto the next thing’. It’s the culture that allows them to move forward so quickly. It’s a prime example of Stephen MR Covey’s principles in Speed of Trust where high trust organisations get things done quicker and cheaper – they benefit from a ‘trust dividend’ – Timpson oozes high trust.

2. UPSIDE DOWN MANAGEMENT

The company works with ‘upside down’ or servant leadership. It’s fiercely commercial, dynamic, ambitious and fair. The ‘upside down’ model works with customers at the top of the ‘funnel, colleagues next, then field and area managers and supporting it from the bottom the leadership team and the CEO. In my opinion, this is ‘no HBR model’ - it’s an organisation grounded in a ‘roll up the sleeves’, common sense, hugely committed team that delivers time and time again. Crucial, is it feels very sustainable because of the culture.?Timpson simply has a people led strategy with leaders ‘supporting’.

3. PERSONALITY IS KING

Timpson explicitly recruits for personality and Janet made clear ‘you can’t train personality, but you can train the job’ . Extraordinarily, the internal view is that 95% of people in the business are superstars.

It's not for everyone but again with great clarity those that don’t fit the culture are told honestly on the basis it’s not good for them or the business to stay.

4. LEADERS SUPPORT

One of the recurring and most powerful words was SUPPORT. It covers a huge range of support for colleagues, from traditional stuff related to the specific role but also to be there for people who may need help in finances (paperwork, budgeting, money), emotional well-being (colleagues have access to counsellors supporting business) as well as all the support necessary to ensure people perform to the very best of their abilities.

What I love about this is seeing people as whole, in context and offering practical help for inevitable things that affect people’s lives day-to-day.?

5. CLARITY

Janet affirmed how important communication, the need to actively listen and solicit feedback and above all, to act upon it. Culture and the type of people in the business means communication is clear, matter fact and common sense. Janet best described this by communicating at ONE LEVEL.

Timpson doesn’t hide behind buzzwords and management speak. There is a really clear sense of communicating the way people really do and then acting upon it. Probably best summed up the fact there are only 2 rules plus normal Health and Safety regulations. Everything else is a guide and there to be challenged if necessary. The aim is to provide freedom to act, freedom to know and develop the business in the right way. The 2 rules are:-

1. Look the part: ensure both the people and store exude professionalism

2. Put the money in the till: a nod to the value of trust

When the pandemic started, Janet admitted ‘ we didn’t really have a clue’ how to deal with some of the communication and support issues. Prior to that, ‘we sent wellness e mails every week, shared good news and things were simple’. The lightbulb moment in lockdown was to use payroll communication to send communications electronically. James Timpson, CEO, also sent a 2 minute weekly update from What’s App, a practice they have continued ever since.

6. BUILDING RESILIENCE

Going forward, Janet knows conditions for the business and colleagues will be challenging but there is a steely belief that the culture, the people and its’ resilience has it in great shape. The business wants to further support people in the area of resilience. by spending time, sharing knowledge and actively listening.

7. ACTIVELY LISTENING

Linked to clarity of communication is the power of active listening. With a firmly established ‘Upside Down’ management structure it’s mean active listening is the norm and it’s a true customer and colleague led business.

8. FREEDOM TO DELIVER

All of the principles that make Timpson what it is appear to me to be about freedom. Create the right conditions, support whenever and wherever and don’t get in the way. It is SPEED OF TRUST. The company is quick, flexible and growing rapidly. The CULTURE makes this is all possible.

It was incredibly inspiring and refreshing to hear a business live by such strong people principles. The conversation finished with something that I thought was quite profound. Janet wrapped it up brilliantly by saying ‘I know I don’t but I feel like I own Timpson’. On reflection, this maybe what every people led company needs to aspire to. It goes beyond engagement, it’s about happiness, responsibility and a true sense of belonging.

If you get the chance, do support Timpson, it will continue to be hugely successful and deserves all our support.