Podcasts about Timpson

Sometimes, the most radical thing a leader can do is trust. That's what struck me in my conversation with James Timpson, not just the results he's achieved, but the mindset behind them. James runs a business where people matter more than policies, and where the golden rules aren't about performance metrics, they're about showing up, looking the part, and doing the right thing.In this episode, I dig into the psychology behind what makes James's approach so powerful, from the science of capitalisation to how active, constructive responses can build trust, loyalty, and even generosity. When you lead with belief in people, you don't just change behaviour, you transform lives. If you've ever wondered whether kindness can scale, or if culture really can be your competitive edge, this one might just shift your thinking.Here is a list of studies referenced in the episode:What Do You Do When Things Go Right? The Intrapersonal and Interpersonal Benefits of Sharing Positive Events - Authors: Shelly Gable, Harry Reis, Emily Impett, Evan AsherWill You Be There for Me When Things Go Right? Supportive Responses to Positive Event Disclosures - Authors: Shelly Gable, Gian Gonzaga, Ashley StrachmanAre You Happy for Me? How Sharing Positive Events With OthersProvides Personal and Interpersonal Benefits - Authors: Harry Reis, Shannon Smith, Cheryl Carmichael, Peter CaprarielloListen to the full episode with James Timpson here: https://pod.fo/e/c4dbd

Kindness and productivity are not opposing forces in business. In fact, kindness can be a powerful driver of success when treated as a practical approach rather than just a nice-to-have value.Shifting from a scarcity mindset to an abundance mindset, and focusing on collaboration rather than competition, can transform how teams work together.Graham Allcott is an author and the founder of Think Productive, a global company that helps teams improve their work through productivity and leadership training. He's written multiple books, including the international bestseller How to be a Productivity Ninja. His latest book, Kind, explores the relationship between kindness and business success.Three reasons to listenShift your thinking to create more opportunities for kindnessBuild stronger teams without defaulting to competitive behaviourCreate ripple effects of positive change by understanding how self-kindness and kindfulness influence team dynamicsEpisode highlights[00:11:24] When you're kind, you win[00:14:05] The scarcity mindset[00:17:06] How we can develop kindness[00:19:07] The myth of the business bastard[00:22:17] Psychological safety in teams[00:23:20] Case study: Timpson[00:27:37] How to build an abondance mindset[00:28:42] Kindness vs niceness[00:30:10] Case study: Jacinda Ardern[00:32:04] Kindness and difficult decisions[00:35:53] Kindness starts with you[00:37:57] Graham's media recommendations[00:40:18] Takeaways from Pia and DanLinksConnect with Graham via LinkedInKind: The Quiet Power of Kindness at Work – Graham's most recent bookWhy Has Nobody Told Me This Before? by Dr Julie SmithMoral Ambition: Stop Wasting Your Talent and Start Making a Difference, by Rutger BregmanTrack and improve your team performance with SquadifyLeave us a voice note

In this episode of Careers Unwrapped, host Mark Fawcett is joined by Will Lankston, Managing Director of Timpson Direct. They explore Will's 15-year journey from management trainee to senior leader, the unique culture that's kept him at Timpson, and how embracing opportunities and taking risks have shaped his career growth in the retail service industry.

Do you ever think that Timpson doesn't get enough mentions on The Important Broadcast? No worries, the IBS are on it. The Great Leader joined an extremely elite club this week, whilst Steve went to The Brits and failed to collect the required information. Plus, a practical joke falls flat, coal-fired pizza and The Important Broadcast extends BEYOND 1pm!Please send your listener comments to Danny@radiox.co.ukThis week's podcast is dedicated to Steve.Thank you.

Brandon Sterling and JT Timpson join Chris and Amy to discuss the alarming rise in violent crime in St. Louis and its devastating effects on the community. They introduce the Save Lives Now initiative and the Roca Impact Institute's cognitive behavioral therapy program, highlighting three research-based interventions: focused deterrence, street intervention, and CBT. They emphasize the collaboration across St. Louis City, County, and St. Clair County, with a renewed confidence in this adapted approach to regional violence prevention and ongoing support efforts.

Listen to the Associated Equipment Distributor's annual summit coverage. In this episode, Adam Torres interviews  Brigham Timpson, CEO of MODERN, explore MODERN and the Associated Equipment Distributor's annual summit thanks to the support of our sponsor, Vanguard Captive Management. Follow Adam on Instagram at https://www.instagram.com/askadamtorres/ for up to date information on book releases and tour schedule. Apply to be a guest on our podcast: https://missionmatters.lpages.co/podcastguest/ Visit our website: https://missionmatters.com/ More FREE content from Mission Matters here: https://linktr.ee/missionmattersmedia Learn more about your ad choices. Visit podcastchoices.com/adchoices

Drop us a message with any questions you may have :)Sponsor HighlightSki Weekends offers flexible, catered chalets and hotel stays, with options for solo travelers and groups in top ski areas.Special note: a 4-part mini-series on first-time ski holidays, "Skiing 101," is available for listeners.Topics of the EpisodeGuest Introductions: Vanessa Fisher talks about Les Menuires in the 3 Valleys.Roisin Timpson of the Timpson family shares exciting news about a development in Morzine.Ski News & UpdatesEurosport Subscription ChangesYouth Olympic Gold for Freddie Carrick SmithFreddie Carrick Smith wins gold in Giant Slalom at the 2025 Winter Olympic Youth Festival.Notable mention of his siblings' success and GB skiers' progress, including Molly Butler's top 40 finish at the World Championships.World Record Ski Lift AchievementOliver Kern rides 101 ski lifts in one day to set a world record.International Ski Patrollers DayCelebrating the essential work of ski patrollers on February 10.Taking Kids Out of School for Ski HolidaysWhere's Best to Ski Now?France: Val d'Isère and Tignes have excellent conditions.Switzerland: Zermatt is seeing substantial snowfalls.Austria: St. Anton am Arlberg reports improved conditions.Italy: Cervinia offers reliable snow with solid bases.Scandinavia: Norway's Hemsedal maintains excellent snow quality.Pyrenees: Fresh snow in Baqueira-Beret, Spain.North America: Whistler in Canada, and Utah and Montana in the US are looking great.Japan: Niseko continues to deliver stellar powder conditions.Gear Guide: Ski Outerwear & Technical FeaturesKey Features: Waterproof membranes (e.g., Gore-Tex, Dermizax).Softshell vs. hardshell jackets for flexibility and weather protection.Insulated vs. shell jackets for different climates and layering needs.Waterproof ratings (10,000mm, 20,000mm, 30,000mm) and breathability ratings.Tested Gear: Dom and Rob share their experiences with Helly Hansen's outerwear.Discussion on key features like powder skirts, wrist gaiters, and RECCO reflectors.Ski Racing with Ed DrakeEd joins for an update on the world of ski racing.Competition:Win a pair of POC Vitrea Goggles worth £220!Easy entry through InTheSnow's Instagram Next Episode Teaser:More ski updates, gear reviews, and interviews to come iSupport the showIn the meantime Enjoy the mountains :) And Please do leave a review as it's the only way other like minded travellers get to find us! And don't forget to check us out on the following channels inthesnow.cominstagram.com/inthesnowTikTok@inthesnowmag youtube.com/inthesnowmagfacebook.com/inthesnowTo contact us with your suggestions for further episodes at dom@InTheSnow.com / robert@ski-press.com

Nick Andre is back to discuss Florida State Basketball. He breaks down Makayla Timpson's Career Performance, Previews the Men's Matchup vs Florida, discusses new signees, and more! Follow Nick on X @NickAndreATR and check out his articles on ChopChat.com covering Florida State Basketball. Check out Nick's LinkTree as well

After benefitting from early release at Timpson's prison, the team embark on their new carrers as Teaching Assistants, the infantryman of the school world (quite literally in some places). There first job is a placement at Grumbledown's Acadamy for the something something, home to quivering school boys and predatory teachers. Join them as they attempt to murder the headmaster by unusual means.   This episode features: Jon, Mike, Ben and Jamie. Puzzle by: Jamie Editor: Jon Episode art: Dom Jordan Withering commentary: Mike.

Wanted in out of the cold and put your orders in - our gang of four look back over the past three episodes. We spend some time talking about what Mairi is currently up to, and then segue into the ses spit that is X, formerly known as Twitter. Ending, as ever with some recommendations, and a little ditty. Hosts: Jamie Gibbs, Mike Collins, Mairi Nolan, Jon Saunders Editor: Ben Lavery-Griffiths Episode art: Dom Jordan Come and say hi: Facebook Instagram

This week on Queer News, Anna DeShawn and her special guest Amanda W. Timpson, the queer public historian, delve into the complexities of Matthew Shepard's tragic story. They discuss the commonly known narrative of his death and unveil the deeper layers, including issues of drug culture, homophobia, and the misrepresented nuances of his life. This episode is part of a series celebrating LGBTQ History Month by uncovering the histories you didn't know you needed to know. We will cover the:    Known Story of Matthew Shepard  Nuances and Complexities  Role of Media and Misrepresentation  Intersecting Issues  Unheard Connections  Concluding Thoughts and Legacy Follow Amanda for More LGBTQ History    Official Website - https://www.yesterqueers.com  TikTok - https://www.tiktok.com/@yesterqueers Instagram -  https://www.instagram.com/yesterqueers/  YouTube - https://www.youtube.com/@yesterqueers   

Be quick and be quiet! You're on the run from a drove a sunburnt gammon headcases and you attempt to find some solace in the library. You had previously skipped passed the canteen and didn't have the chance to devour a jam roly-poly, however you quickly discover someone who has, and they aren't in the best of states... When all is said and done, sometimes the answer is inside you all along... This episode comes with a visual handout - head over to www.theinfiniteescaperoom.com to get it. Puzzle design: Jamie Gibbs Solvers: Mike Collins, Mairi Nolan, Jon Saunders Editor: Ben Lavery-Griffiths Episode art: Dom Jordan Come and say hi: Facebook Instagram

This conversation delves into the complexities of fire safety in high-rise buildings, highlighting the upcoming conference aimed at addressing these issues. The discussion covers the evolution of fire safety practices, international case studies, the challenges posed by single staircase designs, and the importance of effective evacuation strategies. It also emphasizes the need for innovation in fire safety solutions and the critical role of fire doors in preventing fire spread. The conversation looks at emerging trends in building design and safety regulations.We also delve into the complexities of fire safety in residential buildings, particularly focusing on high-rise structures. We cover various aspects such as the importance of fire doors, the challenges faced by building managers, innovations in fire safety technology, and the human factors that complicate fire safety management. Russ also highlights the significance of tenant engagement and international perspectives on fire safety practices. Overall, the conversation emphasizes the need for collaboration and shared knowledge to improve fire safety standards.GET YOUR TICKET TO The International Tall Building Fire Safety Conference HEREWe only feature the latest 200 episodes of the podcast on public platforms so to access our podcast LIBRARY, every Debrief & document CLICK HEREPODCAST GIFT - Get your FREE subscription to essential Firefighting publications HERE A big thanks to our partners for supporting this episode.GORE-TEX Professional ClothingMSA The Safety CompanyPATROL STORE UKIDEXHAIX FootwearGRENADERIP INTO Podcast ApparelLyfe Linez -  Get Functional Hydration FUEL for FIREFIGHTERS, Clean no sugar  for daily hydration. 80% of people live dehydrated and  for firefighters this costHibern8 - a plant based sleep aid specially designed to promote a restful night's sleep and awaken you feeling refreshed and energisedPlease support the podcast and its future by clicking HERE and joining our Patreon Crew

Out of the processing room and into the prison, as the old saying goes - that's where you begin this weeks puzzle. Timpson's Prison has a peculiar layout, you are split up and must not only find each other but discover how you can escape this place. Quick thinking, awkward neck bending, and a well placed utterance is just some of what's needed... This episode comes with a visual handout - head over to www.theinfiniteescaperoom.com to get it. Puzzle design: Jon Saunders Solvers: Mike Collins, Mairi Nolan, Jamie Gibbs Editor: Ben Lavery-Griffiths Episode art: Dom Jordan Come and say hi: Facebook Instagram Support us on Patreon!

Welcome back to part one of the exciting second instalment of our new format! Having escaped the rotary club you make your way to your new council house, when you wind up becoming accidental eco activists and are incarcerated at the new Timpson's Prison. Of course you begin in the processing room, which you must progress through before a hoard of 500 sunburnt gammon headcases come crashing in behind you. Your only obstacles are a furry felon and an innocuous looking door...   Puzzle design: Mike Collins Solvers: Jon Saunders, Mairi, Jamie Gibbs Editor: Ben Lavery-Griffiths Episode art: Dom Jordan Come and say hi: Facebook Instagram Support us on Patreon!

In this live interview on the Tales to Inspire podcast, host Krish Patel speaks with James Timpson, CEO of Timpson Group. James shares his journey from a tumultuous childhood, influenced by his mother's role as a foster carer, to leading a successful family business. He recounts his early entrepreneurial experiences, including running a shoe repair shop at boarding school and working within the family business. James discusses Timpson's growth, which includes 17 businesses like Timpson, Max Spielman, and Johnsons Cleaners, and highlights the company's commitment to strong culture, employee trust, and social responsibility. He emphasises efforts to hire ex-offenders, maintain a simple business model, and balance profitability with social good. The conversation also covers challenges in retail, the hybrid retail model, and the importance of practical solutions and work-life balance. Key Takeaways: Upside-Down Management: Timpson's business model is founded on the principle of minimal rules and maximum employee autonomy. Staff are given the freedom to manage stock, set prices, and ensure shop cleanliness, which cultivates a motivated and flexible work environment. This approach encourages employees to take ownership of their roles and fosters a sense of trust and responsibility. Bonus Scheme: The company employs a weekly bonus system that rewards employees for exceeding sales targets. This performance-based incentive not only motivates staff to drive sales but also helps keep operational costs low. The scheme underscores the importance of aligning individual goals with company objectives to enhance overall performance. Business Acquisitions: Over the past two decades, Timpson has acquired 23 businesses. Successful integration of these new acquisitions is a lengthy process, often taking three years to see noticeable results. Key strategies for effective integration include refurbishing stores and upgrading facilities, which help build trust and align new businesses with Timpson's culture. Leadership & Hiring: Timpson places a strong emphasis on employee satisfaction, using the Happy Index survey to gauge and improve workplace morale. Recruitment is handled with care to ensure new hires fit the company culture. Leaders who do not meet the company's standards are promptly replaced, reinforcing the commitment to maintaining a positive and productive work environment. Social Good: Timpson is dedicated to making a positive social impact, particularly through its employment of ex-offenders. With 1 in 9 employees recruited from prison, the company supports reintegration into society by providing stable employment. Additionally, Timpson contributes to the green economy by recycling watch batteries and offering services that meet genuine needs. Future Goals: The company's focus is on sustained growth and maintaining a healthy cash balance without imposing rigid targets. Timpson's approach to acquisitions involves aligning with their core expertise and learning from past mistakes to avoid repeating them. James Timpson's insights into leadership, employee management, and social responsibility provide a valuable perspective on running a successful and ethical business. His emphasis on simplicity, trust, and a people-first approach highlights the importance of creating a positive and supportive workplace culture. Thanks for listening! We hope you enjoyed the episode. Stay tuned for more inspiring stories. See you next time!

Text us to share your thoughts As the summer holidays beckon, demands on employers increase. Whether its parents requiring greater flexibility or singletons wanting to spend more time outdoors with friends or at festivals. Regardless of needs, employees of all stripes will want the support of their organisation.In this week's episode we discuss how employers should approach these demands. And taking inspiration from one such leader, James Timpson, CEO of the Timpson retail chain we explore the various options open to leaders. So join us (and Arif's croaky, unwell voice), as we explore these issues in this week's episodeAnd if you want to learn more about James' inspirational leadership, then watch his interview with Channel 4 News' Krishnan Guru-MurthyVisit our website www.humble.associatesOr check out our LinkedIn page to learn more about Humble Associates

Keir Starmer's government has inherited a prisons crisis in England and Wales. Could the boss of a high street key cutting chain fix the problem?To find out more about Tortoise:- Download the Tortoise app – for a listening experience curated by our journalists- Subscribe to Tortoise+ on Apple Podcasts for early access and exclusive content- Become a member and get access to all of Tortoise's premium audio offerings and moreIf you want to get in touch with us directly about a story, or tell us more about the stories you want to hear about contact hello@tortoisemedia.com Hosted on Acast. See acast.com/privacy for more information.

Keir Starmer's government has inherited a prisons crisis in England and Wales. Could the boss of a high street key cutting chain fix the problem?To find out more about Tortoise:- Download the Tortoise app – for a listening experience curated by our journalists- Subscribe to Tortoise+ on Apple Podcasts for early access and exclusive content- Become a member and get access to all of Tortoise's premium audio offerings and moreIf you want to get in touch with us directly about a story, or tell us more about the stories you want to hear about contact hello@tortoisemedia.com Hosted on Acast. See acast.com/privacy for more information.

Het Lagerhuis is geïnstalleerd, de ministers en staatssecretarissen zijn benoemd. Het kabinet van Keir Starmer is aan de slag gegaan. In de eerste week wordt er op één ding gehamerd: resultaten opleveren. Geen juichstemming, wel sobere beloftes. Een van de meest in het oog springende benoemingen: James Timpson. Deze zakenman stond aan het roer van een keten kleine winkels, maar wordt nu als minister verantwoordelijk voor de gevangenissen. Dat lijkt een gekke overstap, maar toch heeft Timpson de nodige ervaring in deze sector. Hij biedt namelijk al jaren werkplekken aan aan ex-gedetineerden, die in het Verengid Koninkrijk, waar straffen nog altijd belangrijker wordt gevonden dan rehabiliteren, moeilijk aan de bak komen na hun straf.  Ook in deze aflevering  Waar de (rechtse) Britse pers vorige week nog schreef over Starmergeddon en het einde van de Britse beschaving als Labour zou winnen, is het nu opvallend rustig. Hoe wordt de band tussen pers en de nieuwe regering? En: Jacob Rees-Mogg krijgt een reality-soap.  Over Van Bekhovens Britten In van Bekhovens Britten praten Lia van Bekhoven en Connor Clerx elke week over de grootste nieuwsonderwerpen en de belangrijkste ontwikkelingen in het Verenigd Koninkrijk. Van Brexit naar binnenlandse politiek, van de Royals tot de tabloids. Waarom fascineert het VK Nederlanders meer dan zo veel andere Europese landen? Welke rol speelt het vooralsnog Verenigd Koninkrijk in Europa, nu het woord Brexit uit het Britse leven lijkt verbannen, maar de gevolgen van de beslissing om uit de EU te stappen iedere dag duidelijker worden? De Britse monarchie, en daarmee de staat, staat voor grote veranderingen na de dood van Queen Elisabeth en de op handen kroning van haar zoon Charles. De populariteit van het Koningshuis staat op een dieptepunt. Hoe verandert de Britse monarchie onder koning Charles, en welke gevolgen heeft dat voor de Gemenebest? In Van Bekhovens Britten analyseren Lia en Connor een Koninkrijk met tanende welvaart, invloed en macht. De Conservatieve Partij leverde veertien jaar op rij de premier, maar nu heeft Labour onder Keir Starmer de teugels in handen.Hoe ziet het VK er onder Keir Starmer uit? En hoe gaan de ‘gewone' Britten, voor zover die bestaan, daar mee om?  Al deze vragen en meer komen aan bod in Van Bekhovens Britten. Een kritische blik op het Verenigd Koninkrijk, waar het een race tussen Noord-Ierland en Schotland lijkt te worden wie zich het eerst af kan scheiden van het VK. Hoe lang blijft het Koninkrijk verenigd? Na ruim 45 jaar onder de Britten heeft Lia van Bekhoven een unieke kijk op het Verenigd Koninkrijk. Als inwoner, maar zeker geen anglofiel, heeft ze een scherpe blik op het nieuws, de politiek, de monarchie en het dagelijkse leven aan de overkant van de Noordzee. Elke woensdag krijg je een nieuwe podcast over het leven van Van Bekhovens Britten in je podcastapp. Scherpe analyses, diepgang waar op de radio geen tijd voor is en een flinke portie humor. Abonneer en mis geen aflevering. Over Lia Lia van Bekhoven is correspondent Verenigd Koninkrijk voor onder andere BNR Nieuwsradio, VRT, Knack en Elsevier en is regelmatig in talkshows te zien als duider van het nieuws uit het VK. Ze woont sinds 1976 in Londen, en is naast correspondent voor radio, televisie en geschreven media ook auteur van de boeken Mama gaat uit dansen, het erfgoed van Diana, prinses van Wales (1997), Land van de gespleten God, Noord-Ierland en de troubles (2000), In Londen, 9 wandelingen door de Britse hoofdstad (2009) en Klein-Brittannië (2022). Over Connor Connor Clerx is presentator en podcastmaker bij BNR Nieuwsradio. Hij werkt sinds 2017 voor BNR en was voorheen regelmatig te horen in De Ochtendspits, Boekestijn en de Wijk en BNR Breekt. Als podcastmaker werkte hij de afgelopen tijd aan onder andere De Taxi-oorlog, De Kwestie Wolf, Baan door het Brein en Welkom in de AI-Fabriek.See omnystudio.com/listener for privacy information.

With the shackles of broadcast rules around election periods off, The Great Leader once again spoke freely and without hindrance. This week, hear his beautiful mind and his thoughts on football, special parking spaces and that man from Timpson. Please send your listener comments to Danny@radiox.co.ukThis week's podcast is dedicated to Gemma.Thank you.

I'm Mark Reed Edwards. Welcome back to Confessions of a Marketer. This week, we have Ben Afia, who describes himself as a consultant, speaker, and author who's had his fill of cold corporate organizations treating their employees and customers like robots. So his mission is to make businesses more human. And to that end, he has a new book out called The Human Business: How to Love Your Customers So They Love You Back (https://benafia.com/book). I've known Ben probably for about 15 years. We've worked together and he's been on this podcast a number of times. Transcript Ben, it's great to have you back. Ben Afia: Thank you very much for having me on, Mark. It's a pleasure. Mark Reed-Edwards: For those people out in the audience who don't know you, could you just sketch out your career history and how you came to write this book that I'm holding in my hands? Ben Afia: So I started specializing in language at Boots, the chemist in the UK. In that role, I was working in brand strategy. And looking in particular at the voice of the brand and managing copywriting across the business. But I got made redundant about 20 years ago, decided it was time to go solo with a new baby on the way and about to move house, it was the perfect time to start a business. And so it turned out to be so my Boots colleagues went off to various places and encouraged me into companies like Eon, Barclays, Legal and General, and so my freelance career went from there. And I started as a copywriter specializing in brand tone of voice. But clients very quickly were asking me to extend that. So we were looking at the language and this is the language that people might be using in the marketing team, writing communications, but also the language in customer service and throughout the business, indeed. And so we were asked to train people in writing skills, but also in spoken empathy skills. So when the contact center people are on the phone with customers, they are speaking and then confirming things in writing. So that started to extend the work that we were doing. And very quickly, I realized that really what we were doing was change. So I started looking, this is probably 15, 16 years ago when we first worked together, probably thinking about how do we help this change to stick? How do we get the right behaviors throughout an organization? And for me, the change really stems from the brand, from the brand strategy, your vision, purpose, values, behaviors. It's all an extension of the behavior on the front line. So that all of these things join up. And I ended up realizing that really I was working on three things. I was looking at the culture or the employee experience. I was looking at the brand or the brand strategy. And I was also looking at the customer experience. So that's what I ended up trying to pull together in my book because I just needed to organize that thinking in a way that might make sense to the companies that I was working with. And the insight that had come to me was that. Unless you align your culture and your brand, you can't possibly give the experience to customers that you hope. Or that they hope to receive because you end up promising through your marketing, things that you can't deliver through your service. And the only way to join those up is to align culture and brand. Mark Reed-Edwards: And there's nothing more disappointing than to see some kind of marketing campaign that says, you know, our store is a great place to visit. And you go there and there's a disconnect between what you see in their marketing and what you experience. And so what you do is you kind of connect those two. Ben Afia: Totally. A few years ago, I was running a workshop. I had 40 customer service people and the company, who will remain nameless for the moment, had just launched their new brand strategy. So they had a new strapline, a new campaign, and this had gone public. So I had 40 people in customer service in this workshop. And I said, what do you think of your exciting new strategy? 40 faces just looked at me blankly. Nobody bothered to brief them. And this is the disconnect I'm talking about. You know, if you're going to send messages out to your customers, the first people they're going to talk to in your stores, in customer service, they need to know all about it. They need to be briefed. They need to be trained. They need to be ready to deliver that service, to deliver that promise. Mark Reed-Edwards: Many companies think of the brand as just a visual thing, right? So, we redesigned the website, we have a new logo. And maybe a new strap line or something, and maybe some new brand language, but that's kind of where it ends. And it's a top down procedure. I know when you and I worked together, I think about 15 years ago, that project, the verbal identity, tone of voice, rose out of us doing a revamp of the way the company looked. And it became really evident that we needed to not just put a lick of paint on things, but to actually reengineer the way we talk to employees, the way employees talk to customers and partners and so forth. And that's when we called you in and it was maybe the most effective part of the brand revamp that we did because we had to go and enlist people. When you ask people to talk differently, to use different language, you have to train them and you have to engage with them. And that's what we ended up doing. And I think maybe that's why that brand was more successful than it would have been otherwise. Ben Afia: I think that's right because what happens when you ask people to talk differently or write differently is you're actually encouraging different behavior. Because really the speech is only a reflection of the underlying behavior. So the way I think about this is, and the way that I encourage change now is by recruiting a team of champions from throughout the business. So for example, I worked with Aldermore Bank in the UK, the mortgage business. They felt that they were delivering good service and their brokers and their customers were saying so, but they were getting complaints when they confirmed things in writing. And so by recruiting a team of champions, somebody representing every team in the customer journey, we were able to hear from the whole organization and sense and make the connections throughout the customer journey. So from every touch point, every point of contact a customer experiences with the company, we can affect those and we can connect them up and align them. And what very quickly happens when you recruit this team of champions is they make connections and it reveals for them that there are problems in the process, that things aren't quite lining up in the process. But of course this gives them the opportunity to fix it. So this is what I mean by changing behavior. It's the behavior of the organization, the systems and the processes. It's about redesigning them. So that rather than just trying to rewrite letters, which is, I suppose, what you might perceive a rebrand to do. In fact, what we're doing is we're changing the systems, the processes, and therefore the culture. So to me, brand is absolutely, brand is the organization. I think Seth Godin said, "Marketing is everything a customer experiences." Well, a customer experience is everything that you do. So we are all responsible for marketing. We are all responsible for the brand it runs throughout our organization. It's as much the responsibility of the legal team as the branding team. Operations, compliance, you know, whoever, are all making decisions that affect things that customers experience. So all of those people, we have to involve them. Mark Reed-Edwards: Yeah, I mean the back end, how you sign up customers, how you sign up partners, the language you use in your contracts there are obviously some bits of language that you have to use. But you can make your contracts a bit more friendly. You can make the experience for the partner portal more friendly and have it match the experience you say people have with your company rather than just having what you say and what you do be separate things. It's integrating that brand because you know, as you say, the customer, or the partner, or, you know, the person off the street who just comes on your website, experiences the entire thing. They don't just experience your About Us page. You know? Ben Afia: No. And actually I was speaking to the chief exec of Aldermore Bank, who is now at Nationwide in the UK, last week. And he said that really it's about making the connection between the business's strategy and the frontline. And that's the thing that I think a lot of executive teams struggle to do. How do you help people on the frontline to understand the direction and adopt the values and behaviors that you're hoping to encourage? And there's often a big gap. Sometimes you can go to some of the big consultancies and they give you PowerPoint decks of strategy and cultural frameworks. But they don't help you to implement it. They don't help you to drive it through the business and help everyone absorb and feel ownership for that behavior. So that's where I really focus: taking the strategy and translating that into things that people on the front line will understand, and therefore the messages will get out to customers and you get that consistency between strategy and execution to use a bit more jargon. Mark Reed-Edwards: It's a real thing. That's, that's what's so amazing about it. You know, when you train or when you enlist those frontline workers, even earlier in the process, you know, to get their opinion on certain things, it pays dividends. It's not wasted effort. But it can be hard to do. So I kind of want to go through the three parts of your book. And it's broken up into create your employee experience, build a better brand strategy, and energize your customer experience. Before we get into that, did you structure this in kind of a linear fashion? So you need to create your employee experience, and then once you've done that, you can build a better brand strategy and then energize your customer experience? Or can this happen in any order? And then we can dig into the three parts. Ben Afia: Yeah, it's a great question. And the model took a lot of thought actually, and months and months toing and froing. And I remember discussing it with a strategist friend of mine who said, "It's in the wrong order. Surely you start with the customer." And he's right, of course, we do start with the customer. So where might the symptoms show up? Where might the problems occur that this might be a solution to? Well, it will tend to be in customer service. So it will be at the last stage, the last section of the book and the model because your symptoms might be you're getting complaints or escalated complaints to the chief exec are on the rise. It might be that your sales are falling. It might be that your customer attention is dropping or your loyalty measures. So it's going to be at the customer end that you're feeling the pain because those things ultimately have an impact on your cost base and your profitability. So that's when you're going to feel the pain. And often a company will go, "Clearly we need to sort out our customer letters." And they'll see that as a customer letter project. I absolutely believe in starting where the pain is because I find, you know, this can be quite an involved process. It can take some time and it needs some commitment of time, money and leadership. So we need to build the business case internally in order to be able to. You know, get permission to do this work. So I tend to start where there's pain and work to solve that, to have a, to find some quick wins, you know, fairly rapidly, but the reason the model is laid out in that, in, in that order is because the source of knowledge, the source of intelligence within the organization is your people. I genuinely believe that most answers are already within your people. So if we start with the cultural, the employee experience, we are doing what I think of as exploring times that we've been at our best in the past. And this is an approach called "appreciative inquiry" that I've been using for probably the last 10, 12 years. And when we explore these stories of times we've been at our best --and we do this in interviews, in workshops--we find that people have a huge amount in common. It's fantastic team building, but it also gives us brilliant stories that give us evidence for how the organization is at its best. And from these stories, we then have a sense of the values, the behaviors, the things that we valued in common from these best past experiences, and that gives us a fantastic platform to make any change that we need. So I use this exploration to develop all elements of brand strategy because it gives us evidence. It gives us truth from within the organization. But if we're looking to refresh. Anything around the customer experience. So the letters, the emails, the web pages --anything around the customer journey, again, if we start from what we like at our best, then whatever we create at the customer experience end is going to be authentic. It's going to match the organization's ability to deliver. This is coming back to this point about making the promise and being able to deliver on it. So that's the reason these are in the order. Start with understanding what you're like at your best. That's your culture. Express that in your brand, and then you get onto the experience and making that human connection with customers. Mark Reed-Edwards: There was a CEO of HCL Technologies back in 2010, published a book called "Employees First, Customers Second, turning conventional management upside down." His name was Vineet Nair. And it was kind of a startling idea to put your employees first, but it worked very well for them. And it seems like that's what you're doing here. So let's look at part one of your book, Create Your Employee Experience, and you divided it into six parts. Can you just briefly go through how that works? Ben Afia: Absolutely. So we've got I guess within employee experience, we've got five elements. So your heartbeat, alignment, values and behaviors and engagement. So what I mean by heartbeat is feeling the beating heart of the organization. So this is the process I've just described: understanding what you're like at your best, getting people telling these stories of times that they've been at their best at work. Through this, you hear things that give you really genuine language that you can then use to develop your values, your behaviors. Quite often, I mean, in businesses, I'm sure your listeners will recognize, you know, when you see values posters on the walls and these really generic corporate words, you know, they're just on the walls, aren't they? They're not the actual behavior that's going on through the organization. So for me, for this, stuff to work, you need to get to something really genuine and different. And that's what the heartbeat is about. It's feeling the pulse of the organization. And when people tell you those stories, you get really human language coming through and that language gives us clues as to the sorts of words that we can use for our values and behaviors. And that makes it a down to earth, practical, authentic framework. The second step is alignment, and that's about aligning leadership. So when I start a project now, rather than say, starting in operations or marketing to look at a specific problem, I try and encourage the organization to align the people director, brand director, and operations director from the start and then take the message to the wider leadership, because we are absolutely talking about the culture throughout the organization. So the whole of the exec team needs to be involved and your leadership team. The next stages are turning those stories of times we've been at our best into values that feel really authentic. And then a behavior framework, and this is very different from a competency framework, which should be banished now, I think competency is about measuring people for progression. Whereas for me, behavior is about encouraging the behavior that we want to see that stems from our values. So the values and the behaviors are kind of the guiding lights, if you like. And of course, every organization has values. Sometimes they have behavior frameworks. Certainly the larger organizations I work with tend to, but quite often the values feel a bit flat. And so these stories of times we've been into our best are brilliant for bringing these to life and giving more color to them. And what that does for people on the frontline is it helps them to connect with them. And to feel that they're true, because in my experience, training people, you know, people won't change behavior unless they believe that this is the reality that they live within. And then the last stage is engaging the rest of the organization. And again, appreciative inquiry helps us to do that, to reach out throughout the organization. And as you were saying a moment ago, getting everybody on board and engaged in the change. For me, it's about encouraging people across the organization to feel like they're in partnership in creating the kind of organization that they love to work with, love to work for, and to be a part of that process. So that's the first step employee experience. Mark Reed-Edwards: Yeah, and the way you describe it, it provides a perfect kind of launching point or foundation for the second part, which is Build a Better Brand Strategy, because you've enlisted the employees. And they're, they're then invested in it. They're part of it. They're not just told, "Oh, here's the new brand." Ben Afia: Totally. We talked about brand being deep throughout the organization. My view is very strongly that brand is everybody's responsibility. We all own brand. We all are part of the brand. We all contribute to the brand, even though we may not have the job title. So if we start from within, from the employee experience that then yet mobilizes the organization. So then when you create your brand strategy, which I guess is the marketing jargon, isn't it for, I guess, a series of decisions about: Who are we trying to speak to? That's our audience. Why do we exist in the world? What do we set out to do? That's our purpose. How do we want people to think of us when we're not in the room? That's positioning. How do we express that? So that's our personality or identity. And then only at the end of that comes voice, the tone of voice of that expression, and this is, I suppose, a slightly different take on brand strategy. All the big agencies have got their fancy models, haven't they? I can remember when I was at Boots, actually, we had a brand funnel and the brand funnel had pillars and I was. I'm still to this day, I mean, this is over 20 years... Mark Reed-Edwards: Mixded metaphors, huh? Ben Afia: Yeah. If you're going to use a model, you know, if you're gonna use something visual to help people grasp an idea, don't mix those metaphors. Mark Reed-Edwards: Yeah. Ben Afia: And there were just so many words that seemed almost disconnected in a way. So this is why these stories at times were our best, are so important because that gives us the language to tie all of these things together. So the audience bit is about understanding who we're trying to speak to and we need insights. You know, classical marketing is to gather insight on the market and create a product or service to fulfill a need that we've identified. But if we do that alone, often we end up ignoring the culture that has to deliver. That products or service. So that's why we start from within for me. And then the other elements slot into place as you need them. So I suppose there's three sections to the model and these 15 segments, actually, each of them has a chapter in the book and they are all projects that clients have asked me to do for them at some time in the past. So this is all based on work that I've done for clients. But no one company needs all of these 15 things. They might need one thing or they might need three or four. So the idea behind the model is that we can pick and choose. We could acknowledge the things that already exist within the organization. You know, I mentioned values in the last bit. Most organizations have values. Sometimes they want to refresh them. So we might need, we might be able to leave the values alone for now, or we might want to refresh them, check that they still resonate and create stories to bring them to life. So there's nuance to this. It's not saying you have to do all these 15 things by any means. And, and quite often, if your pain is in the customer experience end and it's your touch points, it's your customer letters, for example, you might go, "Well, actually under the brand strategy section, the place to focus is the tone of voice. You know, if we've got our positioning nailed and we've got our personality down, it might just need expressing in tone of voice. So we just pick the bits that we need. Mark Reed-Edwards: So let's talk about customer experience. You create the employee experience, you build a better brand strategy, and you've got a foundation for the customer experience. I love, I don't know whether you intended it to be funny, but the journey, "What are you putting your customers through?" kind of made me chuckle. You know, because sometimes the journey that, that companies put their customers through is, is not, it may be intentionally, but usually unintentionally painful. There's something in that journey. And I think we referenced it earlier, you know, maybe it's the contract, maybe it's the portal you have to sign up for and you don't get the email or the email that you get back is unclear. There are a lot of bumps in the journey that Often arise because, well, you know, one group builds the portal and another group writes the copy and then there's someone else who comes in and does the visual and they're not talking to each other or the technology is outdated and, you know, they feel like they're stuck with it. There's all kinds of reasons that that happened. But nonetheless, it affects that customer journey and it's the first item under "Energize your Customer Experience." So can you tell me about that? Ben Afia: It's something that larger companies tend to spend quite a lot of time and effort working on because they are quite complex. But as companies are, you know, startups to scale ups, it can be a bit more patchy. Because as organizations grow, they tend to become inwardly focused. We tend to focus on the problems and the issues that we're solving internally, and you end up getting this level of conversation that's quite inwardly focused. And this is normal. I think this is just human. And in fact, when, when I was growing my business 10 years ago and I had five employees and 20 freelancers, we spent a lot of time talking about how we were working internally as a team and we could have been spending more time focusing on our customers. So every organization goes through this. It's something to do with growth. And so for me, the journey is about understanding what's going on for your customers and then matching their expectations, their needs. And that can be really difficult because within the organization, we're inwardly focused, but we're also technical experts. We know our subject matter and we have what Steven Pinker calls "the curse of knowledge." I think he uses the analogy of a brick wall. So when we start in our professions and we're at the basics, let's say we've just left university or, you know, we start as a junior marketing role and learning the basics of marketing . The lower bricks of a brick wall are those fundamental areas of knowledge. And then as we become more experienced, we lay more layers of bricks and this, this wall goes higher and higher and higher and higher. And as we become more and more expert, our focus is on the top rows of bricks of knowledge. And we lose sight of the bricks at the bottom. We're no longer conscious of them. They're propping up our expertise, but we're not conscious of that level of knowledge. The thing is that our customers are at that lower level of knowledge and we're at this higher level. And so the language and the framing that we use in, within the organization is at an expert level, but our customers experience it at a non expert level. So for me, it's a level of translation. It's: how do we look at this journey from the perspective of customers so that we experience it through their eyes? And that's really quite challenging actually. It's quite difficult. I'm just starting work with a startup and they're growing rapidly and they haven't gone through this journey mapping process yet. And this is going to be my first job. I'm joining as head of CX and the first task is to map the current journey that customers go through to understand how customers are feeling at the moment, at each point, at each touch point, and then the second part of this, this journey. Section of my model, empathy is about defining how we want customers to feel at each point. So you can map the journey and then say how we would like customers to feel only when you've decided how you want customers to feel. And I also talk in the book about we want, you know, what do we want them to think and what do we want them to do? But to me, those things are quite obvious. It's the empathy part. How do we want people to feel that in business we so often miss out on? And because of this internal focus, we just lose sight of how customers could be feeling and how they really are. So we map the journey, we work at how we want them to feel. The third stage is then to refresh all our touch points. So we can look at the advertising, all of the marketing material, the website, all the FAQs, the signup, the letters, the emails, so the whole process. In a complex business, you have lots and lots of communications, especially in a service business. And which is where a lot of my experiences is in. But refreshing all of those touch points is crucial for (A.) making customers happy, (B.) encouraging them to come back and buy more from us , (C.) to refer their friends. And this is how we grow a business, isn't it? We win customers, we keep them coming back and we get them to refer their friends. So this is where the benefits come through and lead to profitability. And then the last two stages are training and coaching, which is about how we then embed that within the organization. So for me, it's about training people in the written skills, in the spoken skills, in other skills that lead to customer experience. But the coaching one is maybe unusual. And for me, this is about developing a coaching culture. So most organizations in their customer service will have a QA or quality assurance framework, and that'll be quite legalistic in its tone. And this is how you're measuring people on those calls. And that can be quite debilitating actually, because the language can be quite fierce. So for me, I'm trying to encourage a coaching style where rather than pure measurement, we are trying to encourage people and encourage the right behavior and free themselves to be more themselves at work, to give more of themselves, to the business and the companies, to help them feel safe, encouraged, supported, and to thrive. And only that way, and you see how we come full circle from the employee experience, only that way, do you have happy people who can do more and that gives you happy customers who buy more. Mark Reed-Edwards: It makes a lot of sense, doesn't it? I mean, it just seems logical to me. There's one word that you used, and it's, it's the heading for one of the, one of the parts in here is empathy. And that has to be genuine. Ben Afia: Absolutely, I think you can only deliver this through your staff, through your people and people who don't feel genuinely cared for, can't care for your customers. So you're absolutely right. You can't show empathy unless you feel it. And you're not feeling if you're shut down, if you're in flight and fight response, if you're feeling threatened all the time and measured against legalistic frameworks. So it's about creating an environment where people thrive and pass that thriving on to customers. I mean, it's a cliche. But Apple, I think, are the masters of this. When you go into an Apple store or when you're on customer, onto customer service on the phone it sometimes feels like you're the only person in the world. Mark Reed-Edwards: Hmm. Ben Afia: So that person in that moment, and how often does that happen in customer experience? It's, it's incredibly rare. But I remember the chief exec of Timpson's, which is a chain of key cutters and cobblers in the UK, which has quite a strong ethical stance and recruits a lot of people out of prisons because they believe in giving people a second chance. And I can't quite remember the whole interview, but one thing that struck me was that the staff's happiness was absolutely paramount because, and it's the manager's job to make sure that the store managers are happy, because if they're not happy, customers aren't going to be happy. And it sounds counterintuitive. You know, if you talk to a chief finance officer about staff happiness, they might look at you with bemusement. But Timpsons was saying that the stores led by the happiest people deliver in the most profit. Mark Reed-Edwards: Yeah. Ben Afia: And that just seems astonishing to me. Mark Reed-Edwards: Well, but it makes sense. You get a feel for a store or a business. I had an executive I worked with now 30 something years ago and he made a startling statement, he said, we should all have fun. And I thought, really, you know, you're supposed to have fun at work? But he was right, you know, why would you want to go into work unless you were having fun, unless you were enjoying what you were doing, the people you worked with and the work you did and that it has meaning, having a genuine smile on your face. And I remember that John Lennon quote, attributed to him, that sincerity is important--once you've got that faked, you're all set. You really can't fake it. You can't really fake empathy. You can't really fake elements of your brand because the truth will be known when the customers experience you. Ben Afia: Absolutely. I've been looking for some services just recently, some coaching services. And I've been looking at companies that have been suggested to me. And in this particular space, there are companies where they don't give you the names of any human beings in the organization. So this is an organization that's offering coaching, but they're not giving you the faces and the names of human beings. Mark Reed-Edwards: Yeah. Ben Afia: I then found another organization and all of the staff have got photos and bios on the website. And there are videos, you can hear them talk. I was like, I'm buying from this company. Mark Reed-Edwards: Yeah. Well, they've got a face. They've got names. They've got a personality, right? And I've experienced the same things with some clients . When you go to their website and it's a people business, a consulting business. And you don't see any names or photos of people, you just see, here's what we do, like it or lump it, you know. You need some personality in this world because that's what can distinguish you. Ben Afia: Maybe I'm just skeptical, but when I see websites like that with, with no humans, I'm immediately thinking the shareholders are just grooming that business for sale. Mark Reed-Edwards: Yeah, right. Yeah. Ben Afia: They're all, they're all commercial and no heart. And why would I buy from a company like that? Mark Reed-Edwards: Yeah, yeah. Ben Afia: It makes no sense. Mark Reed-Edwards: But the funny thing is that put some names and faces on there and you're going to sell the business probably for a higher multiple. Ben Afia: Exactly. Totally. Mark Reed-Edwards: Well, Ben, this was great. Can people go to Amazon and get this book, or benafia.com, what's the best way to pick it up? Ben Afia: Yeah. So on my website, yeah, benafia.com/book (https://benafia.com/book) is where you find the book and you can get a free chapter to get a sense for it. And on Amazon, if you just Google Ben Afia, and Afia is A-F-I-A, my name should come up. It's in the UK, in the US, across the world, and it's available now in paperback and Kindle. I still have to upload the hardback. Mark Reed-Edwards: Yeah, wonderful. Well, Ben, thanks so much for joining me. This has been a great discussion. Ben Afia: Thanks for having me on. Always a pleasure, Mark. Mark Reed-Edwards: We'll see you on the next Confessions of a Marketer.

Martin Newman is a leading expert in customer centricity. Martin shares invaluable insights on the importance of strong leadership, cultivating a customer-focused culture, and aligning all employees towards a common goal. We delve into real-world examples from companies like Walgreens, Timpson, Home Depot, and Patagonia, illustrating how empowered staff and care for employees drive long-term success.Martin also shares practical tips on building trust, embracing agility, and balancing empowerment with consistency. Discover how businesses can create fans rather than just customers by fostering relationships built on integrity, service, and experience. Whether you're a seasoned leader or an entrepreneur just starting out, this episode will equip you with practical strategies to transform your organisation's approach to customer-centricity. Access Martin's insights and over 100 other experts in Sporting Edge's Mindset Toolkit Links mentioned in this episodeMartin Newman on LinkedInMartin Newman's Website Connect with JeremyContact hello@sportingedge.com LinkedIn https://www.linkedin.com/in/jeremysnape/ Twitter https://twitter.com/thesportingedgeWebsite https://www.sportingedge.com/

Matt sits down with MPs leaving Parliament at the next election to find out their highs and lows, their best and worst bosses, and the lessons they've learned from politics.Conservative Edward Timpson remembers arriving in Westminster after a by-election circus where he was characterised as a Tory toff, his achievements as a minister, and he explains why he never went into the family business.Plus: Columnists Rachel Sylvester and Libby Purves discuss whether other potential defectors will be put off following the example of Natalie Elphicke, the link between obesity and sick-not culture, and whether we're too quick to blame technology for our own failings. Hosted on Acast. See acast.com/privacy for more information.

Green Shield Stamps could be traded in for 'free' gifts so why did consumers abandon them? Sean Farrington examines their rise and fall and discovers how they spawned a famous retail chain which is still trading. The stamps were the centrepiece of an early form of loyalty scheme and were collected by tens of millions of people across the UK. They were given out by shops with every purchase and could be exchanged for a wide range of household goods and luxury items from handbags to vacuum cleaners and even cars. The BBC Business journalist, Sean Farrington, speaks to expert guests including:Sir John Timpson - chairman of the retail services provider, Timpson, who dedicated a chapter of his book on 'High Street Heroes' to the Green Shield Stamp founder, Richard Tompkins. Professor Leigh Sparks - Professor of Retail Studies at the University of Stirling.Alongside them, analysing the stamps' fortunes is the entrepreneur, Sam White.Toast is a BBC Audio North production for Radio 4 and BBC Sounds.This episode was produced by Jon Douglas.You can email the programme at toast@bbc.co.ukFeel free to suggest topics which could be covered in future episodes.Sliced Bread returns for a new batch of investigations in May. In the new series, Greg Foot will investigate more of the latest so-called wonder products to find out whether they really are the best thing since sliced bread. In the meantime, Toast is available in the Sliced Bread feed on BBC Sounds.

Green Shield Stamps could be traded in for 'free' gifts so why did consumers abandon them? Sean Farrington examines their rise and fall and discovers how they spawned a famous retail chain which is still trading. The stamps were the centrepiece of an early form of loyalty scheme and were collected by tens of millions of people across the UK. They were given out by shops with every purchase and could be exchanged for a wide range of household goods and luxury items from handbags to vacuum cleaners and even cars. The BBC Business journalist, Sean Farrington, speaks to expert guests including:Sir John Timpson - chairman of the retail services provider, Timpson, who dedicated a chapter of his book on 'High Street Heroes' to the Green Shield Stamp founder, Richard Tompkins. Professor Leigh Sparks - Professor of Retail Studies at the University of Stirling.Alongside them, analysing the stamps' fortunes is the entrepreneur, Sam White.Toast is a BBC Audio North production for Radio 4 and BBC Sounds.This episode was produced by Jon Douglas.You can email the programme at toast@bbc.co.ukFeel free to suggest topics which could be covered in future episodes.Sliced Bread returns for a new batch of investigations in May. In the new series, Greg Foot will investigate more of the latest so-called wonder products to find out whether they really are the best thing since sliced bread. In the meantime, Toast is available in the Sliced Bread feed on BBC Sounds.

"The best ideas don't come from the boardroom, the best ideas come from the frontline." James Timpson is the chief executive of Timpson, a family-run business known for its key cutting and watch repair services. James does business differently. His unconventional leadership style has raised eyebrows - but it works. Since taking over Timpson, he has grown the business to over 2,000 stores by developing new ideas, giving ex-prisoners a second chance and putting his employees first. He has published a book packed with leadership advice for a happier, healthy workforce. The Happy Index: Lessons in Upside-Down Management is out now.

Why is it important for employees to know about their boss's personal life? How do good managers generate 50% more revenue? How important are personalities over CVs? Join Steph and Robert as they interview CEO James Timpson in this episode of The Rest is Money. Email: restismoney@gmail.com X: @TheRestIsMoney Instagram: @TheRestIsMoney TikTok: @RestIsMoney goalhangerpodcasts.com Learn more about your ad choices. Visit podcastchoices.com/adchoices

How do you measure a business's success? For James Timpson, CEO of the Timpson's Group, it comes down to two things: the satisfaction of its staff, and what it gives back to society. His employees only have to “put money in the till and look the part”; for the rest, they have complete authority to do whatever they think is right to offer a quality service to customers. This “upside-down” style of management doesn't mean the business is not profitable - quite the opposite, in fact. In this episode of Ways to Change the World, the boss of the shoe-repair, key-cutting and dry-cleaning group tells Krishnan Guru-Murthy the secrets behind his unconventional leadership style and why fostering a culture of kindness, giving ex-prisoners a second chance and cultivating a happy workforce are key to Timpson's ethos. Produced by Silvia Maresca.

Episode 117: Step into the life of Taylor Ann Therwhanger. Join Kristen Eargle, a fellow coach's wife and long-time TV Sports Reporter, as she goes one-on-one with the wife of Taylor Therwhanger, Offensive Coordinator at Timpson High School in Timpson, Texas.

 World's Leading Thinkers on High-Rise Fire Safety Coming to FDIC International 2024 -  The 8th International Tall Building/High Rise Conference will make its US debut April 15-18, 2024 alongside FDIC International in Indianapolis, Indiana. The event, recognized by the Institution of Fire Engineers (IFE), will bring delegates together with speakers from around the world for three days to provide valuable insights into current best practices, tall building fire safety innovation, and relevant high-fire safety issues including façade testing, 2nd stair debate, smoke hoods, green walls, electric vehicles, PV panels, tall timber, means of escape for vulnerable people, smoke control, high-rise firefighting, drones, hoarding residents, balcony fire risks, new generation fire detection, case studies, car parks, high-rise construction, lithium-ion batteries, tenant/resident engagement, arson prevention, fire engineering developments, and lots more. Link to Tall Building conference HEREWe only feature the latest 200 episodes of the podcast on public platforms so to access our podcast LIBRARY with every episode ever made & also get access to every Debrief & Subject Matter expert document shard with us then join our PATREON crew and support the future of the podcast by clicking HEREA big thanks to our partners for supporting this episode.GORE-TEX Professional ClothingMSA The Safety CompanyHAIX FootwearGRENADERIP INTOLyfe Linez -  Get Functional Hydration FUEL for FIREFIGHTERS, Clean no sugar  for daily hydration. 80% of people live dehydrated and  for firefighters this cost lives, worsens our long term health and reduces cognitive ability.Please support the podcast and its future by clicking HERE and joining our Patreon Crew

It's a FSU Hoops Heavy Podcast as we wind down the regular season!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

 Timpson is one of the most recognizable brands in the whole of the United Kingdom. With 2, 000 stores they have a presence on every single high street. They employ 6, 000 people and what you might not realize is 10 percent of those are prison leavers. It's a remarkable statistic and James explains to us how they actually teach people how best to rob them. Timpsons was started in 1865 by shoemaker William Timpson and his brother-in-law, Walter Joyce, in Manchester. To give you an idea of the legacy Timpson has in the UK, it was listed on the Stock Exchange in 1929. 150 years on, it has over 2,000 shops across the UK with brands including Johnson's The Cleaners, Snappy Snaps, Jeeves of Belgravia, The Watch Lab and Flock Inns. Today I'll be talking to James Timpson, in one of their flagship stores and chatting a bit about his new book, The Happy Index, which looks at upside-down management. We speak about the rules of success of a business that has seen itself go through two world wars, a pandemic, and the changing nature of the high street to create one of the most endearing brands in the United Kingdom. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Timpson - best known for its key cutting and shoe repair services - has become a household name, with over 1000 stores on town high streets and in local supermarkets. But its current CEO, James Timpson, is probably better known for his pioneering work on prison employment. After being impressed by a prisoner in 2002, and offering him a job on release, James Timpson has worked to develop employment schemes for ex-offenders and campaigns for prison reform. Now, ten percent of the Timpson workforce is made up of ex-offenders. He has recently published a new book on his unusual approach to business: 'The Happy Index: Lessons in Upside-Down Management'. With a passion for dance music and old cars, who is this businessman turned philanthropist? Presenter: Timandra Harkness Producers: Ellie House and Diane Richardson Studio Manager: Rod Farquhar Production Coordinator: Maria Ogundele Editors: Richard Vadon and Matt Willis

Radio 4's Saturday morning show brings you extraordinary stories and remarkable people.

Jane G and Jane M have been told to 'keep it tight' on today's podcast, but they still have time to discuss welcome home cheese, the pros and cons of bra sex and the arrival of spring in the form of their personal crocus, Fi.They're joined by James Timpson, CEO at Timpson, about his new book 'The Happy Index: Lessons in Upside-down Management.'If you want to contact the show to ask a question and get involved in the conversation then please email us: janeandfi@times.radio Follow us on Instagram! @janeandfiAssistant Producer: Kate LeeTimes Radio Producer: Rosie Cutler Hosted on Acast. See acast.com/privacy for more information.

Nihal Arthanayake chats to the CEO of Timpsons about his new book ‘The Happy Index' and why he believes his employees' wellbeing is the secret to running a successful company.

LSU Tigers fans feel more optimistic about the future of DBU at LSU now that former cornerbacks/defensive backs coach Corey Raymond has returned to Baton Rouge. But what about the DB talent he will work with this season? That position group could get much deeper and more talented with the addition of 2024 5-star ATH Terry Bussey from Timpson, Texas.Bussey originally committed to Texas A&M this past fall but re-opened his recruitment once former Aggies head coach Jimbo Fisher and a majority of his coaching staff were fired in the middle of the 2023 season. While Texas A&M is still a possible landing spot for the 5-star multi-sport athlete, Bussey has Baton Rouge on the short list as well. He took a visit to LSU last week and got to meet with the new defensive coaching staff in-person before the recruiting dead period begins on February 5, which prohibits in-person communication with recruits.So what will LSU have to do moving forward to bring Bussey to the Boot?Support Us By Supporting Our Sponsors!LinkedInThese days every new potential hire can feel like a high stakes wager for your small business. That's why LinkedIn Jobs helps find the right people for your team, faster and for free. Post your job for free at LinkedIn.com/lockedoncollege. Terms and conditions apply.GametimeDownload the Gametime app, create an account, and use code LOCKEDON for $20 off your first purchase.FanDuelNew customers, join today and you'll get TWO HUNDRED DOLLARS in BONUS BETS if your first bet of FIVE DOLLARS or more wins. Visit FanDuel.com/LOCKEDON to get started.eBay MotorsWith all the parts you need at the prices you want, it's easy to turn your car into the MVP and bring home that win. Keep your ride-or-die alive at EbayMotors.com. Eligible items only. Exclusions apply. eBay Guaranteed Fit only available to US customers.FANDUEL DISCLAIMER: 21+ in select states. First online real money wager only. Bonus issued as nonwithdrawable free bets that expires in 14 days. Restrictions apply. See terms at sportsbook.fanduel.com. Gambling Problem? Call 1-800-GAMBLER or visit FanDuel.com/RG (CO, IA, MD, MI, NJ, PA, IL, VA, WV), 1-800-NEXT-STEP or text NEXTSTEP to 53342 (AZ), 1-888-789-7777 or visit ccpg.org/chat (CT), 1-800-9-WITH-IT (IN), 1-800-522-4700 (WY, KS) or visit ksgamblinghelp.com (KS), 1-877-770-STOP (LA), 1-877-8-HOPENY or text HOPENY (467369) (NY), TN REDLINE 1-800-889-9789 (TN) Learn more about your ad choices. Visit podcastchoices.com/adchoices

LSU Tigers fans feel more optimistic about the future of DBU at LSU now that former cornerbacks/defensive backs coach Corey Raymond has returned to Baton Rouge. But what about the DB talent he will work with this season? That position group could get much deeper and more talented with the addition of 2024 5-star ATH Terry Bussey from Timpson, Texas. Bussey originally committed to Texas A&M this past fall but re-opened his recruitment once former Aggies head coach Jimbo Fisher and a majority of his coaching staff were fired in the middle of the 2023 season. While Texas A&M is still a possible landing spot for the 5-star multi-sport athlete, Bussey has Baton Rouge on the short list as well. He took a visit to LSU last week and got to meet with the new defensive coaching staff in-person before the recruiting dead period begins on February 5, which prohibits in-person communication with recruits. So what will LSU have to do moving forward to bring Bussey to the Boot? Support Us By Supporting Our Sponsors! LinkedIn These days every new potential hire can feel like a high stakes wager for your small business. That's why LinkedIn Jobs helps find the right people for your team, faster and for free. Post your job for free at LinkedIn.com/lockedoncollege. Terms and conditions apply. Gametime Download the Gametime app, create an account, and use code LOCKEDON for $20 off your first purchase. FanDuel New customers, join today and you'll get TWO HUNDRED DOLLARS in BONUS BETS if your first bet of FIVE DOLLARS or more wins. Visit FanDuel.com/LOCKEDON to get started. eBay Motors With all the parts you need at the prices you want, it's easy to turn your car into the MVP and bring home that win. Keep your ride-or-die alive at EbayMotors.com. Eligible items only. Exclusions apply. eBay Guaranteed Fit only available to US customers. FANDUEL DISCLAIMER: 21+ in select states. First online real money wager only. Bonus issued as nonwithdrawable free bets that expires in 14 days. Restrictions apply. See terms at sportsbook.fanduel.com. Gambling Problem? Call 1-800-GAMBLER or visit FanDuel.com/RG (CO, IA, MD, MI, NJ, PA, IL, VA, WV), 1-800-NEXT-STEP or text NEXTSTEP to 53342 (AZ), 1-888-789-7777 or visit ccpg.org/chat (CT), 1-800-9-WITH-IT (IN), 1-800-522-4700 (WY, KS) or visit ksgamblinghelp.com (KS), 1-877-770-STOP (LA), 1-877-8-HOPENY or text HOPENY (467369) (NY), TN REDLINE 1-800-889-9789 (TN) Learn more about your ad choices. Visit podcastchoices.com/adchoices

“Collaboration is the most crucial thing you can do. Even if you are writing a solo show for yourself, for your family's story, show it to somebody – share it with somebody.” - Rob Madge Rob Madge is about to open their solo play on Broadway – so how did it go from home videos to fringe to West End to Broadway? Listen to this amazing episode and learn all about the new play My Son's a Queer (But What Can You Do?). This is the second part to Dear Multi-Hyphenate's 100th Episode celebration! Transitioning from a child actor into an adult actor. How does a show go from Fringe to Broadway? Handling the weight of Broadway with humor. Sense of play.  Rob Madge is a theatre maker, writer and actor. They began working professionally in theatre at the age of 9, having spent the majority of their childhood forcing their family to help them put on shows in the living room, most of which are now documented on Rob's social media channels. Rob is best known for their show My Son's A Queer (But What Can You Do?) which was nominated for Best Entertainment or Comedy Play at the 2023 Olivier Awards. Following this ongoing success, Rob won Best Creative Debut at The Stage Debut Awards, 2023 and the Attitude Award for Best Theatre Production, 2023. Most recent credits as a performer: Peter Pan (London Palladium). Theatre credits as a performer include: My Son's A Queer (Writer/Performer: Turbine Theatre, Edinburgh, West End); Jack and the Beanstalk (London Palladium); Mary Poppins (Prince Edward Theatre), Macbeth (Gielgud Theatre), Oliver! (Theatre Royal, Drury Lane), Les Misérables (25th Anniversary International Tour and Concert), Matilda the Musical (Courtyard Theatre, RSC), Bedknobs & Broomsticks (UK Tour/World Premiere),Timpson the Musical, Held Momentarily, Leave A Light On, Roles We'll Never Play. TV credits include: The Sarah Jane Adventures, That Mitchell and Webb Look, The Armstrong and Miller Show, Kröd Mändoon and the Flaming Sword of Fire, Poirot: Appointment with Death. Rob's debut play My Son's a Queer (But What Can You Do?) played to sold out audiences at the Turbine Theatre in 2021 and won the WhatsOnStage Award for Best Off-West End Production. My Son's a Queer is headlined the Edinburgh Fringe Festival at Underbelly (George Square) in 2022, and debuted to five-star reviews at the Garrick and Ambassadors in the West End. The play script is published by Nick Hern Books. Rob graduated with a Masters in Musical Theatre from the Royal Academy of Music, being awarded the DipRAM. Rob writes and performs their own skits on their social media channels which, as a result, have amassed a following of over 300,000 collectively, with over 11.3 million likes. Twitter: @rob_madge_02 Instagram: @robmadge02 TikTok: @rob_madge_ Learn more about your ad choices. Visit megaphone.fm/adchoices

In a development from the House Judiciary Committee last week, a subpoena was laid down by Committee Chairman Jim Jordan, a notable figure from Ohio. The subject of the subpoena was none other than Fulton County District Attorney Fani Willis. It appears that questions surrounding Willis' conduct have been arising, particularly in the aftermath of allegations tracing back to a whistleblower's revelation. The accusation from this whistleblower suggests misuse of federal funds by Willis' office and an abrupt termination of the whistleblower post-disclosure. The DC Enquirer had previously carried a report about a whistleblower, Amanda Timpson, who supposedly had a confrontation with Willis over the targeted use of a sizable federal grant worth $488,000. This discourse between Timpson and Willis occurred on the 19th day of November in 2021. Willis allegedly used the funds for more luxurious items contrary to its intended application after Timpson's demotion; this raises quite a few eyebrows. As per Timpson's narrative, she attempted to make Willis' campaign aide, Michael Cuffee, aware of the limitations surrounding the use of the grant. These designated funds were strictly meant for certain resources and decidedly not meant for more extravagant items such as Macbook computers and similar wares. Interestingly, the stipulated use of the $488,000 federal grant was straightforward, it was assigned to the development of a youth-focused project, specifically a Center for Youth Empowerment and Gang Prevention.  See omnystudio.com/listener for privacy information.

A bombshell recording of Fani Willis is shattering the Georgia case against President Trump, and that's just where Fani Willis' troubles start! We're going to see the latest on the Fulton County DA's implosion and how their desperate attempt to take out Trump backfired only to reveal their own corruption! Highlights: “Timpson purportedly leaked this recording to the Washington Free Beacon as part of her ongoing whistleblowing efforts to basically blow the roof off of the corruption that pervades the Fulton County DA's office! According to Timpson, the recording further reveals a pattern of corruption, ethical violations, abuses of power, and the misusing of funds that surrounds the way Fani Willis does business.” “It does look as if she's not only going to be removed from the case, but it looks like she's ultimately going to get impeached! There are already articles of impeachment that are being filed against her.”       Timestamps:    [00:40] The bombshell leaked recording of Fulton County DA Fani Willis speaking with a whistleblower [05:53] How Willis turned around and abruptly fired that whistleblower [06:40] Fani Willis under investigation for the misuse of funds with her alleged lover [08:14] The articles of impeachment that are being filed against Willis Resources: Don't let Big Tech WIN by staying connected to Dr Steve and joining the movement to reclaim our freedoms at: https://join.turleytalks.com/insiders-club=podcast Book a FREE call with Alex to learn how YOU can get out of your woke job and establish a life of faith family and FREEDOM at https://yourecombusiness.com/turley* Thank you for taking the time to listen to this episode.  If you enjoyed this episode, please subscribe and/or leave a review. Make sure to FOLLOW me on X (Twitter): https://twitter.com/DrTurleyTalks BOLDLY stand up for TRUTH in Turley Merch! Browse our new designs right now at: https://store.turleytalks.com/ Do you want to be a part of the podcast and be our sponsor? Click here to partner with us and defy liberal culture! https://advertising.turleytalks.com/sponsorship If you want to get lots of articles on conservative trends, sign up for the 'New Conservative Age Rising' Email Alerts: https://turleytalks.com/subscribe/.  *The content presented by our partners may contain affiliate links. When you click and shop the links, Turley Talks may receive a small commission.* #sponsored

Nigel Rothband is joined by Edward Timpson, Sarah Messenger and Stephen Cox for this week's show. citypodcast.net  @citypodcast  Produced by Paul Myers and Mike Leigh  Engineered by Leon Gorman  A Playback Media Production  playbackmedia.co.uk  Copyright 2023 Playback Media Ltd - playbackmedia.co.uk/copyright Learn more about your ad choices. Visit megaphone.fm/adchoices

Tidehaven is in the state championship, Ganado falls just short against Timpson and Edna cannot overcome Franklin. The UIL cutoff numbers were released confirming East and West will be in different classifications, and that Shiner will drop down to 2A, Division II.

Carl discusses his flack on TikTok for having a go at Timpson, getting a chase as an adult & a rather gross bloke in Poole. Hosted on Acast. See acast.com/privacy for more information.

Who wins Red River? Is this the year for Timpson?

We recently watched a video by the CEO of the UK-based retail chain, Timpson. We loved the material so much that we found a book by the company's chairman, Sir John Timpson. The title is based on how the business is run, Upside Down Management.According to Business Sale Report, Timpson is now a 2,000-branch-strong business with turnover totaling £300m and profits of up to £20m. In this conversation, we break down John's book into three big ideas, which include the hiring of ex-offenders, putting money in the till and acting the part, and unconventional management tactics in a large organization.

Some of my favourite conversations in the last six months have been around inclusive hiring. Many people are doing brilliant work to support people from marginalised groups into the workforce, and I've learnt a lot from talking to employers like Timpson and organisations like The Bridge of Hope. In this episode, we're going to explore what happens when an employer removes all screening, all background checks and all education and experience requirements from their hiring to be more inclusive. What are the advantages, the challenges, and the results? My guest this week is Nykeba King, Global Head of Inclusion at The Body Shop. A few years ago, The Body Shop created an Open Hiring program to ensure they were being as inclusive as possible. It's a strategy that has produced some amazing results, and it is now giving them a unique competitive advantage in today's challenging talent markets. In the interview, we discuss: Recruiting challenges at The Body Shop What is Open Hiring, and how does it work? No background checks, no screening, no education requirements How Open Hiring is helping The Body Shop in the current talent markets Making recruiting more purposeful with "Targeted Recruitment." Replacing scrutiny with trust Removing barriers and removing bias Implementation challenges The danger of second-guessing someone's ability to do a job Wrap-around support to build an inclusive workplace Time to hire, performance and retention What's next for Open Hiring Listen to this podcast on Apple Podcasts.