Broken blue door

Why MTGT matters

Work today for many is volatile, uncertain, complex and ambiguous. The pace of social, political, financial and technological change is at a level undreamt of just a few years ago. Organisations are under continuous and mounting pressure to maintain quality in the face of increasing competition and fewer resources. Trust in leadership has reduced and employees are wounded and disillusioned, the meaning and motivation originally driving their chosen career slowly ebbing away. Leadership, wellbeing and relationships at work have been tested as never before.

This is why the work of Mind The Gap Transformations matters….

It matters because…

Stress is the number one cause of long term absence at work (CIPD, 2011, Absence Management: Annual Survey Report).

Every organisation in Britain is affected by mental distress and ill health. One worker in six will be experiencing the symptoms of stress and depression. Mental ill health, whether diagnosed or not, is normal in every workplace in the UK (Sainsbury Centre, 2007, Mental Health at Work: Developing the Business Case).

Employees with work-related stress take average of 22.6 days off per year (HSE, 2010).

Even when people are still at work when suffering from stress, they are not productive. ‘Presenteeism’ accounts for 1.5 times as much working time lost as absenteeism (Sainsbury Centre, 2007, Mental Health at Work: Developing the Business Case).

Less than two fifths of employers know what the costs of employee absence, both human and financial, are to their organisation (CIPD 2015a, Absence Management Report; Annual Survey Report).

There is ‘a wealth of evidence’ in the academic and non-academic literature suggesting a positive link between the introduction of wellness programmes in the workplace and improved business key performance indicators (PricewaterhouseCoopers 2008).

Only 26% of employers see employee well-being as a priority, despite an overwhelming 97% believing in the link between well-being and organisational performance (Calnan, 2015).

Three things stand out from recent research about leadership: leaders need to have a relational leadership style; they need to demonstrate humility; and they need to appear less celebrity-like, remote and elite, rather being more human and personally approachable (CIPD, 2014 Leading Transformational Change).

Recent research into leadership trust, participants felt safe, appreciated, challenged and motivated by working with trustworthy line managers and angry, tainted, silenced and unmotivated working with non-trustworthy ones (Salter, 2016).

It’s the right thing to do. The World Health Organisation refer to business ethics and the moral imperative alongside the ‘cold hard facts economics and money’ as an argument for improving the health and wellbeing of the workforce (Burton 2010, WHO Healthy Workplace Framework and Model).


Working relationships are hugely complex. Your peers, your leaders, your wider working communities and cultures can cause entrenched problems… and huge opportunities. These relationships can be destructive and transactional… or creative and transformational. We will help you reframe your working relationships so that you are not set apart from each other but brought together.

We believe that the most productive working relationships are based on social influence rather than power and that the best leaders inspire, motivate and lead by values rather than coerce, manipulate and lead through fear. If you recognise some of these factors, our programmes will help you transform your workplace and the people within it… and yourself as well.


The directors of Mind The Gap Transformations have a long and committed work history in the fields of organisational psychology, coaching and mentoring and community learning and development. This means that we have developed a unique set of values around how we:

  • create learning communities;
  • encourage engagement and participation; and
  • work towards change through dialogue and conversation

All our trainers and facilitators are recruited in line with these values.

Create learning communities.

We will create an environment of inclusiveness, trust and challenge in all our work with you. We will encourage you to collaborate with others; we believe that this enhances the social nature of learning, allows you to think beyond your immediate needs and makes the training arena and ultimately your workplace, a more honest, thoughtful and productive place to be.

Encourage engagement and participation

Even while we bring our expertise to the learning environment, you will always be the driver of the most meaningful progress towards your goals. We integrate your needs and ideas at all stages of our work with you.

Work towards change through dialogue and conversation.

We place dialogue and conversation and therefore the exploration of your experiences centrally. This makes the work sometimes unpredictable and spontaneous. We think this is a good thing! We hope you do too.

We believe that working by and reflecting on these values will help you build the quality of your working life and beyond.

What we offer

We want to encourage you to devote time to ‘minding the gap’ in your working lives. Our courses, consultancy and coaching will help and challenge you build learning communities, make successful changes and have conversations about the things that really matter at work.

Our people

We are qualified and experienced in the fields of organisational psychology, coaching and mentoring and community learning and development. But more importantly, we are value-led, looking to create learning communities, encourage engagement and participation and work towards change through dialogue and conversation wherever we work.