Masters in Minds stands out in the consulting industry by facilitating profound organisational transformation through mindset and behaviour change and transformation. We prioritise cultivating a growth-oriented mindset within our client organisations. This emphasis on mindset transformation is integral to all aspects of our services. It's at the heart and centre of our zones of genius.
We collaborate closely with our clients to develop tailored strategies that align with their goals and ambitions. We enable a connection to purpose that creates resilience, adaptability, and accountability.
We excel in organisational design development, helping our clients optimise their int ... Read More
We increase EBITDA by focusing on key profitability drivers, including operational efficiency, revenue growth, and cost management. Our approach begins with thoroughly analysing your business to identify opportunities for process optimisation and waste reduction without compromising quality. We work closely with your teams to drive innovation and ensure sustainable growth. By aligning our programmes with your specific business objectives, we help you achieve measurable improvements in EBITDA.
Through our comprehensive training solutions, we foster growth, cultivate excellence, and drive measurable results.
MiM Digital empowers organisations to unlock their full potential and achieve their goals using our digital platforms.
Our comprehensive audit services are designed to provide organisations with valuable insights and actionable recommendations.
July 24, 2025
The UK employment law landscape is shifting fast. From flexible working rights to new carer's leave legislation, statutory sick pay clarity, and growing demands around menopause policy, SMEs are facing more pressure than ever to stay both compliant and competitive.
Here’s a breakdown of what’s changing, what it means for your business, and how you can respond with confidence—with the support of MiM PxP.
1. Day-One Right to Request Flexible Working
Since April 2024, employees can request flexible working from day one of employment. SMEs must now ensure their managers are trained to handle these requests fairly and that policies reflect this shift in worker expectation and law.
2. Carer’s Leave
A new statutory right allows up to five days of unpaid leave annually for employees with caring responsibilities. You’ll need a formal process in place, especially if you’re managing smaller teams where absence impacts are more noticeable.
3. Enhanced Redundancy Protection
Employees who are pregnant or on (or recently returned from) maternity, adoption, or shared parental leave now have extended redundancy protection. For SMEs, this means added rigour is needed when managing restructures or role changes.
4. Predictable Working Patterns
Workers in casual or zero-hour roles will soon be able to request more predictable working hours. Employers will need fair, documented processes in place to handle these requests efficiently.
5. Paternity Leave & Neonatal Care Leave
Paternity leave is now more flexible, and a new neonatal care leave is being introduced—offering up to 12 weeks paid leave for parents of babies in intensive care. This has operational, cultural, and payroll implications.
6. Statutory Sick Pay (SSP) & Absence Tracking
SSP currently stands at £116.75 per week (April 2024 rate), but with increased tribunal cases relating to mismanagement of absence, now is the time to implement consistent tracking and return-to-work procedures.
7. Menopause in the Workplace
It’s not yet a standalone legal right, but tribunals are on the rise. SMEs should create a menopause policy, train line managers, and ensure workplace adjustments are available. The legal and reputational risk of ignoring this is rising fast.
This Is a Fast-Changing Space
Employment law and people expectations are evolving rapidly. If your current setup is based on how things used to be, you could be exposed.
MiM PxP: Your HR, Culture & Compliance Game-Changer
MiM PxP is a powerful, people-first platform designed to help SMEs:
Stay compliant with updated HR policies and workflows
Track and manage all types of leave, including carers’ leave, SSP and flexible working
Build inclusive workplaces with menopause and wellbeing policies
Connect performance, PDPs, and L&D in one platform
Get on-demand support from expert HR consultants
You don’t need a patchwork of systems. You need one place that does it all—from mindset to measurement.
Take Our Free HR Health Check and we will send you your free report within 48 hours
Start by understanding your current position. Our quick HR Health Check will:
Identify policy gaps
Highlight areas of legal risk
Recommend where MiM PxP can support
Click here to take your free HR Health Check
Let’s make sure your people practices are future-proof, legally sound, and human-first.
Where culture meets compliance, powered by MiM PxP.
April 29, 2024
Cynical with an addiction to technology and a habit of multi-tasking…welcome to Generation Z.
For most companies, the idea of having to adapt their managing styles and environment to prepare for the ever-growing influx of Generation Z employees is a daunting idea considering most have just gotten used to the Millennials.
The generation before brought more relaxed company structures, an ambition to quickly progress in their career, a sense of idealism, and a willingness to move on from an organisation if it isn’t working for them. Through this, innovative companies such as Google were formed which completely broke out of the norm of a company environment increasing the satisfaction of employees and productivity considerably.
So the question on everyone’s mind is…What will the next generation bring?
Generation Z is anyone from the age of seven to twenty-one, meaning that the older half of this generation (myself included) are just starting to enter the business world. Currently, in the United States, just over 25% of the workforce is made up of people from this generation and that’s estimated to reach a third in just three years time (2020). Research has found a number of qualities prevalent in the majority of Generation Z from things like their ‘addictions’ to technology to their increased importance being placed on privacy.
Notes
The stereotype of this generation constantly being on some sort of technological device is closer to the truth than most would like to admit with many teens placing it in the same category as air and water importance-wise.
At first, this seems ridiculous however this could be turned into a huge economical advantage for businesses across the world. In 2015, the CMO Survey asked marketers how they show the impact of social media on their business; only 15% cited they have been able to prove the impact quantitatively proving that most companies are missing the mark when it comes to technology.
Surely managers should be using the wave of the Gen Zs?
I am suggesting that instead of criticising the amount of time this generation spends on their devices surely we should be directing it in a more productive manner.
Business is not the only place in which technology, in particular social media, is becoming increasingly important. Look at political events such as the American presidential election; love him or hate him Donald Trump’s tweets were the talk of the majority of news outlets throughout the election. Not only that but we saw people from across the world engaging in debates on Facebook, Twitter, Instagram, and even Snapchat. If this doesn’t convince you of the power of social media surely the fact that 11,000 votes were cast for effectively a viral meme, Harambe (RIP), in the actual election.
Multi-tasking is another key area that companies are not taking enough advantage in this generation. The famous saying that multi-tasking is actually multi-failing is definitely a thing of the past, the ability to complete different tasks effectively is something that could massively increase the productivity of businesses and public sector organisations.
Given the current productivity levels in the US and UK and the negative impact on GDP it’s worth considering.
April 29, 2024
Having spent over 20 pragmatic years creating and leading change in organisations and also having studying it academically I believe I have a good take on it by now!
I’ve learned that there is a difference between change management and change leadership. There is more sustainable success when our mindset is focused on leading it as well as managing it.
Bear in mind the definitions of Change vs Transformation.
Change resolves the past
Change requires becoming familiar with the current situation, and working to make things better, faster, and cheaper. The past is the fundamental reference point and actions are intended to alter what has already happened. Success is judged by efficiencies and economies that are realised at the end of our effort, compared with when you started. When you choose change, your future is a reconditioned, or improved, version of the past.
Transformation creates the future
Bringing your preferred future to life requires transformation – revisiting your purpose, the beliefs that drive your decisions, and the impacts of your products and services. It is important to acknowledge the past, complete it, and let it go. Create and move to the new.
Leading change is different from change management
Change management is a well-thought-out set of approaches and tools that support change, often at a project level. It happens in parallel to the project to make sure the business solution is implemented and that people adopt the new behaviours associated with it. It focuses on understanding the difference between the current state and future state, creating communication and training plans, identifying early adopters and resisters, and paving the way for the business outcome to be reached. The change management toolkit is a very important one that should be part of projects that introduce change — but it’s not enough.
Leading change is something very different. Fundamentally, it’s about creating and communicating a vision for change not directly tied to a project or initiative. It’s about making change part of your culture’s DNA. Where it really rocks is when the organisation is consciously and intentionally defining and building the culture it desires and it recognises that change leadership and management is a critical element.
It is transformational, envisioning and driving the business solution, not simply implementing it.
Change leadership creates a mindset across the organisation that focuses on what could or should be different, rather than asking people to simply adopt an already determined solution.
It removes the shackles of how we do things and asks people to truly engage in the change: to become part of creating a solution. It enables others to think differently, moving change along more rapidly and more efficiently, even while it creates a sense of upheaval. It is what makes people say “I have to be part of this,” creating momentum and a desire to continually move to the next phase or next level.
To lead change, don’t just behave differently — think differently
The great change leaders I’ve known have a different mindset than change managers. They aren’t trying to contain change. They’re trying to make it contagious, embedding change thinking into everything from the most fundamental daily interaction to the most complex strategy. To make change contagious, you start with a compelling vision.
A great example: A COO was consolidating eight sales and service support functions into a single shared services organisation. Rather than having a small team of executives determine how to integrate the organisation, he identified cross-level change teams to redefine processes, pull out redundancy, and build new relationships. The only direction he gave was to deliver the vision and meet the timelines that many considered impossible. They met those requirements and more.
In addition to the vision, great change leaders hold up examples of people who are igniting change within the organisation. That same COO led a two-day offsite session for the 300 people who made up the new division. He shared success stories, including the highest score in the company’s recent engagement survey and wins that occurred with customers and individuals who embodied the vision, and engaged everyone there in conversations about how to continue to adapt and change the organisation to deliver the customer experience. The energy in the session was palpable.
Talking and sharing examples every chance you get, from the most casual conversations to the largest events, builds belief, confidence, and engagement.
Focus on building trust, the bed-rock of alignment, engagement, and high performance.
According to Edelman’s Trust Barometer for 2013, one of the largest studies of its kind; only 18% of people trust their business leaders to tell the truth.
Change is about asking people to follow you into the unknown. If there isn’t trust, no one is going with you. Research by Donald L. Ferrin and Kurt T. Dirks showed that the greater the uncertainty the greater the impact of trust on outcomes and results. To lead change, the table stakes are that you’re credible and reliable.
In addition to the vision, great change leaders hold up examples of people who are igniting change within the organisation. That same COO led a two-day offsite session for the 300 people who made up the new division. He shared success stories — including the highest score in the company’s recent engagement survey, wins that occurred with customers and individuals who embodied the vision — and engaged everyone there in conversations about how to continue to adapt and change the organisation to deliver the customer experience. The energy in the session was palpable.
Talking and sharing examples every chance you get, from the most casual conversations to the largest events, builds belief, confidence and engagement.
Focus on building trust, the bed-rock of alignment, engagement, and high performance. According to Edelman’s Trust Barometer for 2013, one of the largest studies of its kind, only 18% of people trust their business leaders to tell the truth.
Change is about asking people to follow you into the unknown. If there isn’t trust, no one is going with you. Research by Donald L. Ferrin and Kurt T. Dirks showed that the greater the uncertainty the greater the impact of trust on outcomes and results. To lead change, the table stakes are that you’re credible and reliable.
To be a great change leader, connect with people authentically and be real with them about what change means and how it happens.
Be comfortable with the discomfort of change but work to increase others’ comfort with it. When change gets bumpy or goes badly, it can be frustrating and scary. Change leaders know that not everyone will experience the same emotions — that, across the organisation, the emotions will run the gamut. Don’t allow it to become the elephant in the room. Notice it, steer into it, leverage it, and maybe even embrace it.
Always create a ‘listening zone’ – a session focused on open discussion about the current changes — how are they going, how are people feeling about them, and what can be adapted to address negative emotions and accelerate change. Even small change puts us into the change curve (Kubler-Ross) either consciously or unconsciously – it is a skill to recognise this in ourselves and others. It’s this emotional element that often blocks the pace of change – where the resistance exists.
So, a change leader’s emotional intelligence and resilience are a vital aspect of their capability.
Finally, great change leaders know that change is not an event. It’s a dynamic that ebbs and flows but never goes away. Sometimes it’s large; sometimes it’s small. It’s a continual part of life in the organisation.
Above all else, change leaders hate the status quo. But, they don’t just change for change’s sake. They change to take advantage of opportunities and stay ahead of the competition. If you want to stay ahead, assess your mindset.
Take a step back and look at your attitude towards change.
Are you trying to constrain change or make it contagious?
Have you done the groundwork to make that happen — creating and communicating a compelling vision, leveraging every conversation, and building trust?
Do you have the change leader’s mindset or the change manager’s mindset?
Do you think it’s possible to develop a change leader’s mindset?
Do you want to?
April 26, 2024
To deliver successful transformation we must remain humble. Assumption can be a fatal flaw. The key to opening opportunity is to start with ‘we don’t know what we don’t know’. No two businesses are the same. Their challenges are maybe similar, but their people, culture, and desired outcomes will always be unique.
Transformation done well will ignite the passion and instill the grit needed in your leaders and people. This will help them to unpick past problems and unlock the future.
Leaders who invest in a strengths-based culture know that employees’ productivity impacts business outcomes. Employees who use their strengths are nearly six times more engaged, perform more highly, and are much less likely to leave.
We help people and businesses play to their strengths, and realise developmental gaps. With a shift in mindset, positive dramatic transformation and measurable outcomes are possible. It’s why we’re in business – to change workplaces, wherever and whatever they are, into spaces where people feel more inspired, empowered, and engaged…and where more people have that Big Dave feeling about what they wear when they rock up to their next Teams/Skype meeting, for instance.
Change your thinking to change your outcome. The journey starts with what we don’t know. MiM diagnostic tools will put a spotlight on what matters so problems can be flipped, and opportunities realised.
We value your privacy. We ensure that your data is secure and confidential. We never share client information with third parties, safeguarding your trust and confidentiality.
Ignite your organisation's potential with us. Our experienced consultants are ready to help you enhance efficiency, boost growth, and create a thriving workplace culture. With cutting-edge tools like Mindset Indicator Monitor, MiMLaaS, and Johari360, we offer tailored solutions to meet your unique needs. Whether you're looking to improve employee engagement, streamline operations, or develop leadership skills, we're here to support you every step of the way. Don't wait—reach out today and discover how we can transform your business. Chat with us now and start your journey to success!