A collection of insights from Campbell Tickell for leadership managing frontline operational teams
Frontline delivery is under growing pressure, shaped by rising demand, tighter resources, regulatory scrutiny and higher resident expectations.
For executive leaders, the task is not just to set direction, but to ensure that leadership, culture and governance translate into consistent, high-quality service delivery.
Together, the following summaries show how leadership behaviours, organisational culture and board oversight shape frontline performance in ALMOs.
1. Effective leadership
Clare Sion, Senior Consultant, Campbell Tickell
“At the heart of effective leadership lies a clear, values-driven purpose and clarity of vision.”
- Lead with clear purpose – effective leaders are guided by values, vision and long-term impact.
- Use emotional intelligence – empathy, self-awareness and trust-building are essential.
- Stay adaptable – strong leaders learn, listen and respond to change without losing sight of core principles.
- Show integrity and empower others – accountability, inclusion and developing strong teams are central to lasting leadership.
Key insight: Clear, values-led leadership helps frontline teams deliver consistently.
2. Crisis management
James Tickell, Partner, Campbell Tickell
“The first principle of crisis management is always to tell the truth – lies and denial pretty much always come back to bite you on the ankle sooner rather than later.”
- Act quickly to contain the problem – stop the immediate harm, establish the facts and reduce the risk of the situation getting worse.
- Tell the truth early – be honest about what has happened, avoid denial or defensiveness, and communicate clearly even when all the answers are not yet known.
- Respond with empathy and leadership – acknowledge those affected, show concern, and coordinate a calm, well-managed organisational response.
- Learn and prevent recurrence – investigate the causes, put safeguards in place, and use the crisis as a chance to improve and rebuild trust.
Key insight: In a crisis, frontline teams need honest, calm and confident direction.
3. Organisational culture
Matthew McClelland, Director, Campbell Tickell
“Culture influences strategy delivery, how people collaborate, how change is handled and whether or not values are lived”
- Culture is a board-level responsibility – boards do not just oversee culture; they shape and model it through their own behaviour.
- Board culture influences organisational performance – how a board supports, challenges and listens affects strategy delivery, collaboration and change.
- Good culture needs clear foundations – integrity, transparency, psychological safety, inclusion and alignment with values are essential.
- Boards need active oversight of culture – this means modelling behaviours, discussing culture regularly, using multiple sources of insight and seeking independent assurance.
Key insight: Weak culture often appears first in inconsistent frontline services.
4. The superpower of kindness
Tracey McEachran, Associate Consultant, Campbell Tickell
“The ability to show kindness in the workplace can be undervalued but it is a skill that benefits everyone”
- Kindness is simple, but powerful: In complex and pressured environments, kindness remains a practical value that strengthens everyday interactions.
- Kindness supports wellbeing: Acts of kindness can reduce stress, improve health and build stronger human connection.
- Kindness strengthens workplace culture: It can improve morale, collaboration and retention, while helping to reduce burnout.
- Kindness is not weakness: Kindness includes honest, respectful conversations and clear communication, especially in leadership.
Key insight: Kind, clear communication supports safe and consistent frontline delivery.
5. Culture as a strategic asset
Tracey McEachran, Associate Consultant, Campbell Tickell & Martina Smith, CEO, Housing Association for Integrated Living (HAIL)
- Define culture clearly – clear values and behaviours create shared understanding across the organisation.
- Embed culture into strategy – culture has the greatest impact when it shapes leadership, governance and decision-making.
- Revisit culture regularly – culture needs ongoing attention, especially during periods of change.
- Invest in people – communication, development and wellbeing help culture improve retention and relationships.
Key insight: Misaligned culture creates inconsistency at the frontline.
6. Recognising bias
James Tickell, Partner, Campbell Tickell
“The key to good decision making is recognising our unconscious biases and speaking up when we have doubts”
- Complacency weakens decision-making – overconfidence can stop people from spotting risks or questioning poor assumptions.
- Unconscious bias shapes whose views are heard – factors such as affinity bias, status and behaviour can cause some voices to carry more weight than others.
- Challenge improves decisions – organisations make better choices when people feel able to ask difficult questions and speak up with doubts.
- Good governance requires awareness and leadership – recognising bias, respecting different perspectives and setting the right tone from the top are all essential.
Key insight: Addressing bias strengthens fairness, judgement and team performance.
To discuss any of the issues raised above, contact: tracey.mceachran@campbelltickell.com.
