Demonstrating real behavioural change: From fragmented service to a united, engaged, high-performing team  

Client

University of Cambridge – Estates Division, Asset Management Team
Head of Asset Management Team: Paul Brown

Working together with

 

Hedfan – Business Strategy Execution, Leadership Development & Cultural Change

The Context

The University of Cambridge Estates Division’s Asset Management Team plays a critical role in supporting one of the world’s leading academic institutions. Responsible for approximately 350 buildings, 700,000 m² of floor space, and 185,000 registered assets, the team underpins the safe, compliant, and sustainable operation of a complex and highly specialised estate serving 20,000 students and 12,000 staff.

By 2021, however, the operating model was under severe strain.

An outsourced FM arrangement had introduced blurred accountability, fragmented leadership, and supplier-led decision making. Asset data was incomplete, compliance coverage was limited, and the team was managing risk in an environment of constant pressure. Just as critically, the human cost was becoming clear.

The Challenge

Feedback from frontline colleagues revealed a workforce struggling with:

• unclear responsibilities
• disjointed communication
• a two-tier culture between university staff and external providers
• a growing disconnect from the university’s mission

Morale had declined. Stress levels inclined. Mental-health related absence peaked. Trust was low, and confidence in leadership had been eroded.

At the same time, the service still had to run, and did, despite the strain, thanks to the dedicated Asset Management workforce who ultimately believed in what they did, and why they do it.

Recognising that the model was unsustainable, Paul Brown initiated a fundamental reset. This included bringing services back in-house and rebuilding the Asset Management function around compliance, capability, and accountability.

What was clear, however, was that process change alone would not be enough.
Behavioural change had to happen, therefore the culture had to change too.

The Response: ENGAGE

Hedfan worked with the Asset Management Team to co-design and deliver ENGAGE – a bespoke behavioural change and engagement programme created specifically for operational teams working in complex, high-risk environments.

ENGAGE was not a training course delivered to people.
It was built with them. This approach is core to Hedfan’s belief that people will propel performance, when they are given the opportunity to co-develop solutions.

The programme was designed to:

• rebuild trust and connection
• create clarity of purpose
• strengthen accountability at every level
• give people a voice in shaping the future of their service

Underpinned by a VMOST framework (Vision, Mission, Objectives, Strategy and Tactics), ENGAGE created a shared language, clear direction, and practical alignment between strategy and day-to-day behaviours.

The Programme

ENGAGE was delivered as three in-person, two-day modules:

• Motivate
• Engage
• Collaborate

The programme combined proven behavioural tools – including Circles of Control and Influence and the Accountability Ladder – with facilitated conversations that encouraged openness, reflection, and challenge in a psychologically safe environment.

Participants developed skills in:

• communication and collaboration
• ownership and accountability
• handling difficult conversations
• understanding different perspectives
• managing pressure, stress, and emotion

ENGAGE was Institute of Leadership accredited, giving participants a recognised qualification alongside practical tools they could use immediately.

A defining feature of the programme was its focus on action. Each cohort concluded by presenting real business improvement proposals directly to management, supported by three structured accountability coaching sessions to ensure ideas translated into delivery and sustained change.

Impact in Action

Colleague-led proposals included:

• creating work experience pathways with schools and colleges
• redesigning out-of-hours emergency cover
• simplifying risk assurance
• strengthening connection through social initiatives, including a campus escape room
• exploring a four-day working week informed by Cambridge research

One proposal led to the creation of Mick’s Marsh, a revitalised outdoor space at Laundry Farm, now used for team connection and wellbeing activities.

Alongside this, regular social events, team sports, and informal gatherings helped rebuild relationships and pride across the service.

The Results

The outcomes were both measurable and deeply human.

• Mental health-related absence reduced to zero
• Pride in the Asset Management team increased by 44%
• Team spirit increased by 45%
• Perceived quality of senior leadership increased by 55%
• A significant increase in colleagues planning to stay with the organisation

Nearly 100 colleagues from across Asset Management, Soft Services, Business Services, Sustainability, Finance, and Executive Support completed ENGAGE in its initial format.

ENGAGE became more than a programme.
It became a platform for continuous improvement, connection, and confidence.

The Legacy: From ENGAGE to Manage to Lead Leadership Development 

ENGAGE has now completed its first chapter.

Building on its success, Hedfan has been commissioned to support the next evolution, Manage to Lead – a soft-launched leadership development programme designed specifically for people managers across the Estates Division.

Manage to Lead extends the behavioural foundations of ENGAGE into leadership practice, ensuring the culture that was built is sustained, scaled, and embedded for the future.

What This Demonstrates

This case study shows what is possible when organisations:

• invest in people, not just processes
• treat engagement as a strategic capability, not a survey score
• involve frontline teams in shaping meaningful change

For Hedfan, ENGAGE represents a flagship example of strategy execution through culture, delivered in one of the most complex operational environments in the UK.

Testimonials

Paul Brown, Head of Asset Management, University of Cambridge

“Over the last two years, Hedfan have been more than a supplier – they’ve been a trusted partner. Engage has become an enduring capability across our organisation, delivering tangible improvements in communication, participation and performance. The success of this behavioural change programme has led us to commission Hedfan to design and deliver the next step change in our engagement and leadership capability.”

PPM Manager, Estates Division, University of Cambridge: 

“ENGAGE gave me the chance to learn and apply practical business models, particularly around appreciating differences, the accountability ladder and the circle of control. As a new manager, the first session helped me clearly understand our VMOST objectives and how my role fits within Asset Management.

“The programme encouraged meaningful reflection and provided tools I now use to improve communication and collaboration. It strengthened working relationships and helped me better understand why communication sometimes breaks down.”

PPM Coordinator, Estates Division, University of Cambridge: 

“The Engage event for me was a great opportunity to revisit and refresh some of the business models I was familiar with and had learned in the past, specifically the accountability ladder and circle of control. I enjoyed getting to know other team members and build stronger working relationships through collaboration and discussions. As a relatively new member of staff the first session was informative and provided a clearer understanding of the VMOST objectives.

“It was an opportunity for self-reflection not only in my working life but also my home life.  The role play, team activities and discussions around communication were enjoyable and useful and have given me tools and a greater understanding of how to be more effective and identify communication styles and when and why communication isn’t working.  I am already using some of these new tools both at work and home with family which have been very effective.”

 

Read more about how Hedfan has helped clients to elevate Leadership development and embed behavioural change