Gryffindor is a refreshing, exciting and proven management development consultancy. Founded to release the magic in individuals, teams and organisations. For over 15 years we’ve provided learning and development solutions that help small to medium sized enterprises (SMEs) get the very best from their people and teams.
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Muntons are a leading global player in the supply of malts, malt extracts, flours and flakes and many other malted ingredients relevant to the food and drinks industry exporting around half of its production. In addition, Muntons also manufacture an extensive range of beer, wine and cider making kits. Muntons are based in Stowmarket, Suffolk.
Gryffindor have worked with Muntons for a number of years. The MD and Head of HR wanted to build and develop a robust people strategy throughout the Organisation in support of their growth and expansion. Gryffindor were retained to partner in the development of that strategy.
Gryffindor started at the top of the Organisation defining a Vision, Mission and Values with the Board. Once completed the values were built into a set of behavioural competencies to drive, measure and reward the ‘right behaviours’ within the Organisation. The Business planning Process was then redesigned to ensure all individual and team objectives were aligned to the annual Mission and Business Plan. A reward and recognition system were then designed to support the employees. A management development programme was introduced to identify and develop a succession of future managers.
Muntons have seen significant sales and profit growth in the last 5 years. The clarity and alignment of all functional teams goals to the business plan has driven effectiveness and growth in all Divisions.
Grundfos is a pump manufacturer, based in Denmark, with more than 19,000 employees globally. Grundfos develops, produces, sells and services high quality pump solutions. Grundfos has a UK Sales and Service Division based in Leighton Buzzard.
Gryffindor worked with Grundfos UK to develop key Managers in the Organisation that the business wanted to retain and develop as potential Senior Managers
Gryffindor designed a modular leadership development programme for the group designed to develop self-awareness, leadership effectiveness and facilitate change. This was underpinned by the allocation of specific business projects to teams to apply their learning to and present to the Board at the end of the programme.
The programme has been a great success with programme participants reporting improvements in their team’s performance through their leadership effectiveness. The business projects were presented to the Board in November and were well received with a number of recommendations being accepted and adopted by the Division. Gryffindor have been retained to repeat the programme in 2020.
Novacroft is an award-winning smart technology, software solution and customer support team. Novacroft works side-by-side with clients including Transport for London and The Royal British Legion to get to the root of challenges, protect them from risk, simplify complex processes, help them get more for less and deliver excellent customer service. Novacroft provides an end-to-end service including online consumer application processing, programme and system development and management, smartcard production and personalisation and customer support via its own 200+ seat contact centre.
Following the restructuring of the senior team, an event was planned to enable them to work as a High Performing Team and to immediately apply their energy and shared commitment to some real business issues.
Gryffindor designed an exciting and engaging workshop which allowed the senior team to get to each other better, explore what they could bring to the team and how to maximise the team’s performance.
Since their ‘journey’ the team has made a significant and positive difference to the systems and processes in the business. They have been far more effective at communicating to the wider business as well as develop new services and income streams.
Staysure is “the over 50s expert”, specialising in insurance and financial services in the UK and Europe. The UK headquarters is located in Northampton with an additional Call Centre operation in Coventry.
Staysure.co.uk Ltd was formed in 2004 to provide comprehensive yet reasonably-priced travel insurance for the growing number of over 50s within the UK. This is still the company’s primary purpose but has expanded the product range to include travel, home, motor, health and life insurance.
Staysure has a large Call Centre team managed by 17 Team Leaders. Gryffindor has been asked to hone and develop the coaching skills of the Sales Team Leader population in order to drive up the quality of customer calls throughout the Call Centre operation thus increasing sales and repeat business.
Gryffindor designed a series of workshops from senior manager down in the sales function in order to create a culture of coaching within the team. This included the introduction of a sales focussed coaching model, technical competencies to measure the skill and knowledge of all Call Centre Operatives plus a bonus scheme to reinforce the right behaviours at every level of the team.
The introduction of the Team Leader coaching model has been received and integrated into the business well. The emphasis of on the job coaching with the Call Centre Operatives has seen a dramatic improvement in the capability and performance of the sales function.
Wells and Co are an independent, family-owned business based in the heart of Bedfordshire. Formally, Charles Wells Ltd, the family owned business has been running pubs and brewing beer since 1876.
Recently, after restructuring the business, Gryffindor has been retained to facilitate the development of the most suitable organisational structure and systems to run the business and deliver the best customer and consumer experiences through the pubs, brewery and beer range.
Gryffindor has worked through various project teams to map the various customer services and products the business must deliver. These have then been assigned to the various functions and teams to take accountability for across the Organisation. The central functional teams then defined the support services and service level agreements the various business divisions required including managed pubs, leased and tenanted as well as the new Brewery and Retail Operations.
The New Organisation is leaner and fitter, with clear roles and accountabilities assigned to all members of the team. This has allowed a centralised service function to meet the needs of its customers and consumers across all its operational divisions.
Founded in 2004, Timico is a converged managed service provider that delivers world-class connectivity, workplace and cloud technology to over ten thousand customers. From on-premise and colocation to fully managed services, Timico drives performance at every stage of the business lifecycle. Many ambitious businesses are hindered by their outdated IT, and Timico helps them realise their full potential.
Timico recognised they needed to develop and strengthen the skills of their middle management cadre to support the next phase of the business’s development. Timico needed a development programme that would increase the leadership capability of their future leaders.
Gryffindor worked with Timico to create their first Leadership and Management Development Programme. The content is closely aligned with Timico’s Management Competencies framework; however, what makes this programme different is its focus on improving participants' leadership behaviours, so that they can support, coach and lead their teams and meet stretch objectives.
Gryffindor’s learning approach ensures that Timico’s managers learn practical skills and techniques that they can then apply to their daily jobs – from coaching and leading change to delegation.
Timico saw an immediate improvement in cross functional working as a consequence of the relationships the middle management workshop participants developed. They also demonstrated the confidence to address the improvements required to tackle interdepartmental barriers that were impacting customer service. All participants reported improved personal effectiveness and leadership capability.