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British Heart Foundation

Brief 

The British Heart Foundation partnered with Mayvin to develop and deliver a unique and innovative leadership development programme.

The programme was born out of BHF’s desire to adapt to the changing world of work in a post-pandemic environment. The pandemic highlighted new leadership challenges including dispersed teams and increased ambiguity. Plus it had also highlighted key skills that they wanted to develop further such as greater agility and change resilience.

The BHF sought a bespoke programme that would meet their needs, a unique, innovative approach that helped leaders develop the mindset and skills for working in complexity and supporting cultural change in the process.

Mayvin was selected as a partner because of our collaborative approach, our willingness to co-create a bespoke programme, our experience across a range of sectors and solid base of knowledge and research.

The energy in the room was palpable! You could see those connections reforming.

It was exciting bringing people together to do the creative but challenging work of grappling with some of our most difficult problems.

Kerry Smith , Chief People Officer, British Heart Foundation

a large group of people sat in a a circle of chairs in a large event room

Solution

The programme's innovative design was responsive and emergent, adapting to the needs of the participants and the organisation as they arose. This also served to help the aim of building a leadership community comfortable with ambiguity. 

The programme included over 120 senior leaders across the organisation and took place over approximately a year. Including:

  • Whole cohort community days
  • Small peer group learning sets
  • Collective inquiry events
  • 'Masterclasses' on capability building

One of the key features of the programme was an initial focus on identifying “wicked problems” facing the organisation. This involved bringing 120 senior leaders together to collaboratively brainstorm and surface the most pressing challenges. This exercise served several purposes:

  • It reconnected a leadership community that had become fragmented during the pandemic.
  • It created a shared sense of ownership and accountability for addressing these complex issues.
  • It provided a real-world context for individual leadership development.

Participants were then organised into smaller “learning squads” to further explore these problems and develop potential solutions. These squads provided a safe space for vulnerable conversations, peer support, and the development of practical leadership skills. The participants were also encouraged to formulate “practice-based learning questions” that connected their personal development goals with the wider organisational challenges.

Measured Impact

BHF asked leaders questions before and after the programme in order to measure impact. The results were impressive:

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Adapting to Complexity and Ambiguity

90% felt comfortable working in complexity and ambiguity

15% increase 

Building Trusted Networks

89% felt have a good network of trusted relationships 

30% increase 

 

Unlocking Individual Potential

89% felt clear on what they want to improvee in their indvidual leadership 

30% increase 

Outcome

The programme has had a lasting impact on the British Heart Foundation’s leadership culture. Key outcomes, from the results of a post-programme survey, include:

  • A significant increase in leaders’ comfort with ambiguity.
  • A heightened sense of self-awareness and a commitment to ongoing personal development.
  • Stronger connections within the leadership community, including organically formed peer support networks.
  • A more collaborative approach to problem-solving.
  • A greater willingness to experiment, take risks, and learn from failures.
  • A shift towards asking better questions rather than seeking definitive answers.
  • The adoption of new tools and practices (such as the World Cafe and inquiry events).
  • A deeper understanding of the concept of empowerment and its application in different contexts.                                                                                                

Award Nominated

The success of the programme is also reflected in the BHF’s nomination for two Business Culture Awards and one HR Excellence Award. Please keep your fingers crossed for awards night! 

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Business Culture Award Nomination

Future Workplaces Readiness 

Business Culture Award Nomination

Best NGO/Not for Profit Organisation for Business Culture

HR Excellence Award Nomination

Best Learning and Development Strategy

Video and Audio Podcast

You can listen to Mayvin Director Sarah Fraser, Kerry Smith - Chief People Officer at BHF and Julie Jones - Director of Talent and Organisational Development at BHF, talk about the 'Leading Our Future' leadership development programme in this podcast episode, available as a 30min video or 1 hour longer listen audio podcast. 

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Logo badge saying 'HR Excellence awards 2024 finalist'
Logo badge saying 'Business Culture awards 2024 finalist'

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