Background 

In the wake of the pandemic the British Heart Foundation (BHF) faced a pivotal challenge: how to equip its leaders to thrive in a rapidly changing and complex environment. With an evolving hybrid work model, the organisation needed to strengthen relationships, trust and agility within its leadership community. Recognising that past methods might not work for future challenges BHF sought to build a leadership culture capable of navigating ambiguity and fostering an empowered, agile organisation.

This led to the launch of the ‘Leading Our Future’ programme, in partnership with Mayvin, a specialist organisation development consultancy. The aim was to develop leadership that could act bravely, make decisions with confidence and lead with agility in the face of complexity.

Approach 

‘Leading Our Future’ adopted an innovative, real-time learning approach, engaging 130 leaders from January 2023 to March 2024. Rather than following a fixed curriculum the programme evolved iteratively, shaped by the insights and needs of its participants. This allowed leaders to confront ‘wicked problems’ – complex, systemic challenges within BHF – and develop solutions in a dynamic, uncertain environment.

The programme featured a mix of virtual masterclasses, in-person community events, inquiry sessions and action learning squads. It encouraged leaders to co-create their learning, fostering engagement and preparing them to lead in unpredictable situations. It integrated 360-degree feedback to help leaders reflect on their behaviours against BHF’s refreshed leadership standards.

“Through the ‘Leading Our Future’ programme the British Heart Foundation empowered its leaders to embrace complexity, collaborate bravely and lead with agility”

Community events further provided space for leaders to explore the cultural shifts needed to create a more empowered, psychologically safe organisation.

Outcome

The programme’s evaluation survey, conducted at both the start and end, demonstrated significant success. By the end 91% of leaders felt comfortable working in complexity and ambiguity, a 15% increase. Furthermore, 89% of leaders reported a clear understanding of how to improve their leadership, up 36%, while 80% expressed feeling more comfortable acting bravely, with a 34% increase in bravery in relationships with peers.

The programme also strengthened leadership networks, with 89% of leaders reporting a trusted network within the community, up by 30%. This improved collaboration and problem-solving across BHF, helping to address systemic challenges more effectively. Additionally, there was a 36% increase in leaders who believed BHF made the most of diverse experience and perspectives.

Building on the programme’s success BHF launched the ‘Future FIT’ initiative to further develop an agile, skills-based workforce, drawing on the practices introduced through ‘Leading Our Future’.