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The purpose of this paper is to describe how training for team leaders has helped Engage Mutual Assurance, a UK insurance and investment company, to embed its organizational culture and increase employee engagement.

Explains the reasons for the training, the form it takes and the results it has achieved.

Reveals that linking business performance to values and culture was important to Engage Mutual, and that this was guaranteed by the bespoke planning of the workshops, which were then individually tailored as the program progressed.

Explains that the company has not only seen impressive changes to employees' attitude and energy, but also business projects have benefited financially with a significant and measureable return on investment.

The paper highlights the skills, qualities and behaviors that can lead to success.

The paper offers six tips for companies to ensure that new executives are supported and that their first six months turn into future success.

Describes the development of a competency model for middle‐senior managers in a large fashion retailing company, to encourage them to act more strategically. Discusses the relative benefits of researching a custom‐made model against using or adapting a generic model. Describes how the model has been used in the company for training and development. Evaluates the model against a critical view of management competencies.

“VTE Assess Prevent” is a unique communications campaign designed to educate and remind all front-line staff to risk assess inpatients for venous thromboembolism (VTE) (blood clots) and to provide those at risk with the recommended preventative treatment. The purpose of this paper is to evaluate the VTE communications campaign from the perspective of the front line staff at a UK hospital.

A questionnaire implementing both qualitative and quantitative methods was made available to all relevant frontline staff at the hospital via online and paper copies (n=319).

Overall positive attitudes towards the design and content of the campaign materials were reported. The campaign had a considerable impact on staff awareness of the importance of risk assessing for VTE and the extent to which risk assessments were carried out. High levels of reported behaviour change were reported as a consequence of the campaign. Recommendations for future communication campaigns included making the communication materials more memorable and enhancing the sense of control that people have over the procedure. Also, improving normative and outcome beliefs, running the communications campaign alongside a programme of education and including monitoring and feedback of performance were recommended.

Reducing the number of deaths attributable to hospital acquired VTE is a clinical priority within the health services in many countries. The findings from this study highlight the role of the VTE campaign in achieving this goal, provide an insight into the key components of an effective communication campaign and identify recommendations for future campaigns.