We took all senior leaders through an assessment
that consisted of 360-degree feedback, a
psychometric profile, and a competence-based
interview to measure their capability against the
framework. The results were then used to create
individual development plans along with an
overview of the strengths and development areas
across our leadership team. This work also enables
us to build succession plans and manage the
leadership talent pool.
Everyone who works at Macmillan has a huge
amount of dedication and passion to help people
living with cancer, and the Leadership Framework
empowered me to openly support the team in
driving innovative approaches to help develop our
cancer information even further, and to encourage
them to try new ways of working to help us even
more effectively meet the needs of people with
cancer.
The culture of an organisation is extremely
important, and although we all have a
responsibility to continually improve, as leaders
we need to live the values and behaviours we
want to see in colleagues. Prioritising stronger
leadership helps ensure everyone at Macmillan
is empowered to bring the best version of
themselves to work, to constructively challenge
and drive positive change."
Sara Allison, Head of Content
We recognise that in order for Macmillan to
be successful, we need great leadership and
management at all levels across the organisation.
We launched the eight line manager commitments
in April 2023 to establish what best practice looked
like for our managers, and then launched our
Managing at Macmillan training programme across
the organisation to upskill all managers in being able
to effectively and supportively manage their teams.
Managing at Macmillan focuses on building strong
relationships, empowerment of individuals in their
teams, inclusivity and celebrating differences,
encouraging professional development, decisionmaking
and how to set out and achieve results.
By the end of 2023, 81% of our managers had
completed the programme. The feedback has
been extremely positive with managers feeling a
sense of community as a result of the programme
and its focus on in the moment peer learning. At
the beginning of the programme, each manager
participates in a 360-feedback assessment, which
is then completed again six months after the
programme, where the impact of the programme
will be able to be tracked more formally. We expect
to have this information in 2024 to help shape how
we continue to support our managers in the future.
We are also developing a behaviours framework
for all colleagues to help us identify high-potential
colleagues, leaders and managers, and reinforce our
talent and succession planning work. We will wrap a
new approach to managing performance around all
of this.
This work will enable Macmillan to be more
performance-focused, and ultimately ensure
we deliver even greater impact on people living
with cancer.
"I joined Macmillan
a year ago and have
been very impressed
at the level of training
available to help me
be the best leader I
can be.
The Leadership
Framework provides
me with clear
guidance on how I
can become an even better leader, and a way of
measuring that and enabling me to build on my
strengths but also address areas where I need
further development.
I found the 360-degree feedback element the
most helpful to get a real-time view of how my
team, peers and manager see me and for them to
show me what's working well in my approach as
well as how I could be 'even better if'.
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