Lessons from Timpson
I recently had the pleasure of hearing CEO John Timpson talk about the workings of the company recognised through its ubiquitous shops acoss the UK offering key cutting and shoe and watch repairs (amongst other things).
John puts the success of the company's success down to what he calls 'Upside Down Management.' Staff at each store are empowered to innovate and make management decisions about their own store as well as make recommendations to the head office, which are evaluated and shared throughout the business. There is a fair, transparent system of incentives that all staff benefit from and John or a member of his executive team takes the time to personally 'walk round' the shops and discuss business with shop staff. The executive team see themselves as 'in service' to those on the frontline.
People seem to love working for Timpson. They are valued (and are recognised and credited for their successes), have varied roles within the shop and contribute to business improvement. Timpson is a UK wide network of independent services connected by the same aim and mission statement... drawing parallels?
John's book How to Ride a Giraffe is out now and explores how and why Timpson is still thriving on the high street despite the economic downturn and changes in consumer behaviour.
The company's strap line is "Great Service by Great People"
I wonder how we are applying these universal principles of good leadership and management and whether we are applying them often enough?
