{"id":9593,"date":"2023-04-24T08:44:00","date_gmt":"2023-04-24T08:44:00","guid":{"rendered":"https:\/\/arliemediadesign.com\/?p=9593"},"modified":"2025-10-30T17:31:36","modified_gmt":"2025-10-30T17:31:36","slug":"how-happys-level-7-senior-leaders-programme-has-ignited-change-in-organisations","status":"publish","type":"post","link":"https:\/\/www.happy.co.uk\/blogs\/how-happys-level-7-senior-leaders-programme-has-ignited-change-in-organisations\/","title":{"rendered":"How Happy’s Level 7 Senior Leaders Programme has ignited change in organisations"},"content":{"rendered":"\n

Step back\u00a0<\/h3>\n\n\n\n

Central to the programme is that leadership is about stepping away and giving people the trust and freedom to make their own decisions.<\/p>\n\n\n\n

As Allen Castro, Area Business Manager at Advanced Technology Services, says: \u201cI gave my team more responsibility and trusted them to do their job.  I don\u2019t step in and take over. Instead, I allow them to stumble and learn.  I ask questions with the intention to listen and change my opinion.\u201d<\/p>\n\n\n\n

This enables leaders to step back and give their people real autonomy.<\/p>\n\n\n\n

Jason Mitchell, VP of Customer Experience at Typefi Systems, says: \u201cI felt calm like I\u2019d never felt in a work environment. Thanks to the reading, courses and experiments we\u2019ve done, I knew my approaches on the day would work.<\/p>\n\n\n\n

\u201cThe learning also gave me a new perspective. The work we have done to empower and understand others moved my focus away from me. Instead I could understand people\u2019s deeper motivations. I spoke to make space for others or summarise or bring a decision on.<\/p>\n\n\n\n

\u201cThis course has been 2 years of heavy training and has made the hard feel much easier.\u201d<\/p>\n\n\n\n

Jason further explains how his learning has affected his organisation in many ways: \u201cOther leaders in the company are talking like they\u2019ve been on this course. They are rethinking decision making. They are campaigning for psychological safety.<\/p>\n\n\n\n

\u201cThey are letting others speak more. Overall we are working together more as a team and less as competing individuals. There were times on the course where I thought things would never change. I was wrong. And I can\u2019t believe that I played a part in driving that change.\u201d<\/p>\n\n\n\n

<\/div>\n\n\n\n

Clear guidelines<\/h3>\n\n\n\n

For Morton Holm, Head of Hornsea 2 Operations at \u00d8rsted, it has been about setting clear guidelines for people to exercise their freedom. It has been about \u201cremoving myself from being a decision-maker to a decision-supporter. My most important leadership development has been around creating team empowerment.<\/p>\n\n\n\n

\u201cSetting boundaries and agreeing the outcome has moved the team into a much better place and released the pressure on myself to always have the right answers and solutions and freed up space to focus on people development and longer-term goals. I have questioned traditional leadership methods for quite a while, but only now been given a language to express my views constructively.\u201d<\/p>\n\n\n\n

Melanie Cohen, Director of Premium Home and Live In Care in Bournemouth & Poole, explains how it has changed her leadership role: \u201cWhen I joined the programme, my perception of my role as a leader was stuck in the \u2018I need to lead, control, and be responsible for everything.\u2019<\/p>\n\n\n\n

\u201cI was desperate to create a happier place to work and felt the responsibility to make that happen for those around me. I had tentatively tried some ideas I had learned about in books, but nothing landed in a way that made it work.<\/p>\n\n\n\n

\u201cThe biggest success of my participation in this programme has been the freedom it has given me in my role. I recognise my influence, respect its boundaries and actively reflect responsibility back to team members.<\/p>\n\n\n\n

\u201cThe insights I have gained through the workshops, guest speakers, and my Level 7 colleagues has helped to give me the knowledge, skills and build the confidence to make changes within my organisation. It\u2019s required bravery and an acceptance that changes don\u2019t happen overnight \u2013 this is for the long haul.\u201d<\/p>\n\n\n\n

<\/div>\n\n\n\n

A new paradigm<\/h3>\n\n\n\n

For David Shaw, Principal of Bilborough College, the course has \u201cgiven me a new paradigm within which to work and a new lens to use to better see and understand the personal and organisational challenges that come my way. I have re-evaluated my concept of leadership and developed in a few ways.<\/p>\n\n\n\n

\u201cI used to think I had to have all the answers, now I know we will achieve more if I focus on asking the right questions. I was comfortable mentoring, now I\u2019m happier as a coach.<\/p>\n\n\n\n

\u201cI used to enjoy demonstrating my knowledge and insights, but now I want to be a multiplier and avoid any diminishing behaviours.    <\/p>\n\n\n\n

\u201cIt is now taken for granted that every staff member has a coach, and that coaching is the default model of development, improvement and challenge.\u201d<\/p>\n\n\n\n

<\/div>\n\n\n\n

“Transforming the culture in my team”<\/h3>\n\n\n\n

\u201cThis course is inspiring and has revolutionised how I lead,\u201d says Hannah Briers, Head of Little Gate Farm. \u201cMy organisation has expanded rapidly. I genuinely believe I wouldn’t have had the confidence or skills to lead my team without this apprenticeship. It’s given me a drive, a power and braveness I didn’t have before.<\/p>\n\n\n\n

\u201cSlowly I believe I am transforming the culture in my team. Staff have more freedom and autonomy, and there is a reduction in management. These concepts are being used now in areas across the organisation that I don’t manage.<\/p>\n\n\n\n

\u201cI no longer give myself a hard time for every wrong decision I make, and feel like I have achieved, even when things don’t go how I wanted. I won’t get to where I need to be without making mistakes, and for someone that gives herself such a hard time, that’s massive. As a result of being braver and a newfound confidence, I have found my anxiety has decreased.\u201d<\/p>\n\n\n\n

For Chris MacQueen, Associate Director Strategy and Planning at Stroke Association, \u201cI have acquired a lot of knowledge about progressive leadership practices but, more importantly, I have gained knowledge, skills and experience in critiquing, adapting and applying them into the messy world of an established organization.<\/p>\n\n\n\n

\u201cSince April 2021, my organisation has made tangible progress towards encouraging and supporting more autonomous ways of working; it\u2019s become better at collaborating peer-to-peer across functions; it is becoming a more inclusive place; and it continues to focus on its purpose and wrestle with getting better at aligning behind that.\u201d<\/p>\n\n\n\n

<\/div>\n\n\n\n

Results<\/h3>\n\n\n\n

Are there real outcomes of this?<\/p>\n\n\n\n

The Stroke Association\u2019s staff engagement score is now at 88%, with year-on-year increases since 2020. In response to the statement: \u201cI am able to input into decisions that affect me and my work,\u201d 74% agreed or strongly agreed \u2013 an increase of 29% since 2020.<\/p>\n\n\n\n

At ATS there is 97% staff retention. \u201cVoice of the customer\u201d is up from 7.5 to 8.7 and a 45% increase in profits, the best results the region has seen.<\/p>\n\n\n\n

At \u00d8rsted, the annual People Matter survey scores for the HOW02 team for 2022 are higher than any other team across the region. And the safety statistics are great \u2013 the Total Recordable Injury Rate (TRIR) is 0 (Target is below 4).<\/p>\n\n\n\n

<\/div>\n\n\n\n

Working together<\/h3>\n\n\n\n

What people have really appreciated is how the group worked together.<\/p>\n\n\n\n

From Hannah Briars: \u201cTo my fellow learners. This whole journey would not have been the same without your support, insights, jokes, WhatsApp group, all your different takes on life and work and personalities. It has enriched the course and experience and I hope we can continue to support each other whether it be on chat or continuing with group coaching.\u201d<\/p>\n\n\n\n

From Chris MacQueen: \u201cI\u2019ve learned such a lot from you guys! We\u2019re from such diverse organisations and contexts, and I\u2019ve loved the inclusive way everyone has supported each other without judgement.\u201d<\/p>\n\n\n\n

From Jason Mitchell: \u201cYou made this course exceptional. You have all played such an important part in a life-changing event for me. I will be forever grateful for the opportunity to spend 2 years in such inspiring company. Don\u2019t let the WhatsApp group die!\u201d<\/p>\n\n\n\n

<\/div>\n\n\n\n

In conclusion<\/h3>\n\n\n\n

\u201cI\u2019m looking forward to this way of working being our future,\u201d explains Melanie Cohen. \u201cTo welcoming new colleagues into this culture and being proud of who we are and how we work.<\/p>\n\n\n\n

\u201cI love my role now. I love being able to make such a difference without giving explicit instructions. This way of working aligns more authentically with who I am and the difference I want to make.\u201d<\/p>\n\n\n\n

And to close, from Allen Castro: \u201cThis shit is not easy. It takes courage to try and resilience to keep pushing and to get back up. The work is never complete, so enjoy the journey and remember the world is a better place with you leading a team.\u201d<\/p>\n\n\n\n

Melanie Cohen, Director of Bluebird Care (Bournemouth & Poole), started the programme in April 2021. For her full review of the programme and what to expect you can read her story here<\/a>.<\/p>\n\n\n\n

<\/div>\n\n\n\n

Could this programme be for you?<\/h3>\n\n\n\n

Our last\u00a0Level 7 Senior Leadership programme<\/a>\u00a0starts in November 2025, and we still have some spaces available. While this programme is not for the faint of heart, the results and feedback speaks for itself.<\/p>\n\n\n\n

While the Level 7 is the equivalent of a postgraduate degree or MBA, you do not require a degree to attend it. As this is part of the Apprenticeship standard, you will be required to dedicate 20% of your work time for the full two years to this programme. The programme can be funded by your Apprenticeship Levy, if your organisation has a payroll over \u00a33 million \u2013 or for those not paying the Levy, the extra cost will be \u00a3700. (You do not qualify for the funding if you have a prior Level 7 qualification in business or leadership.)<\/p>\n\n\n\n

Want to find out more about the programme and if this is for you?\u00a0Join our regular, online one-hour information sessions<\/a> to learn more about the Level 7 and our other leadership programmes.<\/p>\n","protected":false},"excerpt":{"rendered":"

Our aim with our Level 7 programme for Senior Leaders was to not just teach a few leadership tips, but to ignite real change in their organisations. As an apprenticeship qualification, the focus is on implementing ideas and on-the-job learning rather than sitting in long, dull lectures.<\/p>\n

Our first Level 7 cohort has recently finished the programme. 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