Building resilience and capability: Shaping the future of Morgan Sindall Construction

to give them some free time to think a bit more clearly and put their minds to some real business issues as well as have an opportunity to be part of the solutions we hope to develop. In the sessions I sat in on, I was struck by how down-to-earth the conversations were. It wasn’t too academic – about models and theories. There was a bit in there, because that was needed, but there were also lots of real-world case studies and examples to help the participants apply the learning to their circumstances. People are always happy to talk at work about what the company should and shouldn’t be doing, or to question what’s happening, but we put them in a place where we made it very clear we didn’t just want them to tell us what we should be doing; we wanted them to come up with the why, how, when and how much. They were under the spotlight to create solutions, and you could see them thinking that, actually, this isn’t easy. We can see that some of the participants have already illustrated that they’re thinking a bit differently and trying to be a bit more strategic. Normally, when you hold feedback sessions after something like this, you can see who wants to lead in promoting the topic, really to promote themselves. But I’ve seen a high degree of trust within the teams, and between them too. Any one of them could lead or respond to questions; there’s been no egos in the room.

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