Welcome to Fairway Group
While the unique circumstances of the pandemic years certainly influenced our approach to day-to-day delivery, it has not changed our overall goal of developing strategies and initiatives in support of our purpose; to be ‘The first choice for Private Client, Corporate, Funds and Pensions’. This, together with our shared values, gives us the foundation for who we are and what we do at Fairway.
Our mission - A compelling place to work… a compelling business to partner with - captures our goals of being a partner, employer and investment of choice.
We remain committed to our core values of Be Innovative, Be Motivated, Be Positive, Be Authentic, Be Commercial, Be Trusted… Be impactful. These values continue to emphasise our commitment to a diverse and inclusive workplace.
With our mission, purpose and values at our core, we believe that everything else will follow and that our clients and our people will all reach their full potential.
This is our passion…it’s what we do! Let‘s together write the next chapter of the Fairway success story.
To our continued success, The Leadership Team
Purpose/mission
Values-driven -behaviours
Building a high-performing business we can all be proud of.
Building a high-performing business which we can all be proud of, doesn’t just happen. It takes hard work, commitment and dedication. There are several components which are critical to success.
So, what are the components?
1. Our purpose and mission which create clarity on a vision and goal for us all to unite behind. It places the stake firmly in the ground as to why we exist, what we collectively want to achieve, where we want to be and what we want to become.
2. Our values-driven-behaviours determine precisely how we’re going to turn our purpose and mission into reality. They define our way of being; the behaviours we want to see in each other and with our clients, suppliers, partners and external stakeholders.
3. Our growth plans must be fluid as the needs of our clients evolve. Our growth plans are centered on simple, compelling product and service propositions, which add tangible value for our clients.
4. Empowered execution means striving for flawless execution with a right-first-time every time winning mentality. Consistency of action, consistency over time.
5. Performance culture is at the epicentre of our high-performing organisation and is the ‘glue’ which binds our team together. It impacts our decision-making, keeps us on track, and allows us collectively and individually to be the best we can be.
Sounds simple? Do we always get it right?
No. Do we more often than not get it right? Yes, we’d like to think so.
The reality is it takes hard work, and every day, together we work on living up to the promises and commitments; to ourselves, to each other, to the Fairway brand and to our clients and investors.
Our Purpose/Mission
At its core, a business’ purpose is a bold affirmation of its reason for being in business and why it exists in the first place.
A mission, on the other hand, is a short statement of the profound difference we will make through WHAT we do and HOW we do it.
In a very real sense, our purpose and mission are our North Star; in good times, they can provide focus, reinforcing our goals and ambition; in tough times, they offer an inspirational focal point to keep pushing on, in the knowledge that we are pursuing a goal worth achieving.
Our purpose
The first choice for Private Client, Corporate, Fund and Pension fiduciary services.
Our mission
A compelling place to work …a compelling business to partner with.
By providing leading, client-centric, fiduciary services, nurturing talent and investing in technology we will create the most innovative, sustainable and trusted enterprise in the sector.
Values-driven -behaviours
Our Values/Behaviours
“Our values are like our fingerprints; we leave them everywhere we go!”
Purpose/mission
We are our values and behaviours. Our moral principles or accepted standards guide our thoughts, feelings and, ultimately, our actions.
Our organisational values and behaviours define the personality of our business and help Fairway stand out from the crowd.
Our values and behaviours make a statement about where we stand and what we believe in. They give us focus and a greater sense of purpose, reinforcing our goals and inform our everyday decision making.
Our Values
• Be Innovative
• Be Motivated
• Be Positive
• Be Authentic
• Be Commercial
• Be Trusted
Empowered execution Performance culture
Values-driven -behaviours
Growth plans
Be Innovative
Derailing Behaviours
_ We do not feel empowered to try new ideas or new ways of working
_ We are not motivated to innovate; we prefer the status quo
_ We are not responsible for innovation; it is not my job
_ We complain and are critical of colleagues’ ideas and provide no suggestions for improvements ourselves
_ We act negatively towards business changes
Enabling Behaviours
` We are innovators who are relentlessly curious and always seeking to learn
` We know that if we don’t ask the right questions, we’ll never get the right answers
` We embrace change – knowing that if we stand still, we don’t grow
` We are always trying to solve a problem that matters to our clients
` We are willing to challenge the status quo, knowing we have the support of our leaders and managers
“Innovation is the unrelenting drive to break the status quo and explore where few have dared to go.”
“There is nothing impossible to those who will try.”
Be Motivated
Derailing Behaviours
_ We use negative, pessimistic language
_ We are disengaged from conversations, our colleagues and our clients
_ We avoid responsibility and very rarely volunteer for extra work, often doing the bare minimum
_ We arrive late to work or take a long time to start work without considering the impact on our colleagues
_ We lack focus and input into team meetings
Enabling Behaviours
` We come to work with a smile on our faces, and our energy levels are high
` We get on with the job in hand without the need to wait for ‘permission’ to get started
` We will happily challenge an idea/ suggestion if we believe it will improve the business
` We are willing to help and support each other; we are a team
` We are looking for opportunities to learn and improve
Be Positive
Derailing Behaviours
_ We refuse to engage with other teams/ areas of the business, so we operate in a silo mentality
_ We fail to listen to our clients and colleagues; we think we are the expert, and therefore we know better
_ We bad-mouth our clients and colleagues inside and outside of the workplace
_ We lack care and compassion for colleagues, clients and the business
_ We criticise and gossip, failing to realise how our behaviour impacts others
Enabling Behaviours
` We provide support to each other and promote a positive ‘can do’ attitude
` We are proactive, always thinking three steps ahead of our clients and colleagues – delivering on the promises and commitments that we make
` We encourage suggestions from everyone to improve how we do things
` We are candid in our communication and open to feedback
` We invest time in ourselves to grow and develop
“A positive mindset brings positive things.”
“Be yourself, everyone else is taken.”
Be Authentic
Derailing Behaviours
_ We are dishonest and/or disingenuous
_ We send emails with content we wouldn’t say in a face-to-face meeting
_ We hide behind our title and authority figures
_ We do not challenge or proactively think of new authentic solutions
_ We are disengaged when people are communicating with us
Enabling Behaviours
` We take pride in our personal brand
` We take ownership for our roles and our responsibilities within the organisation
` We treat each client like they’re our number one priority
` We are not afraid to question/challenge something to further our understanding
` We are respectful of others – their opinions, beliefs, values and time
Be Commercial
Derailing Behaviours
_ We don’t maximise our work time; we are often late for work/meetings/back from lunch and use our working day for private calls/emails
_ We blame our support services for diminishing profitability; we don’t work with the support team but against them
_ We fear having commercial conversations with overtly fee-sensitive clients
_ We are not organised with our administration and miss charging time/ raising bills/asking for debtor payments
_ We don’t fully understand client requirements and complete work without discussing it in advance, meaning we are unable to bill for the time
_ We don’t share best practices with our colleagues, which results in duplication of work and wasted time
_ We regularly miss opportunities to provide additional services
Enabling Behaviours
` We are always upfront with clients and have the fee discussion in advance, ensuring we live our “no surprises approach”
` We maximise all client and third-party relationships
` We are not wasteful of resources or time and economise wherever possible
` We are aware of our department’s responsibilities, the wider business goals and financial targets
` We keep ourselves updated with the changing market, competitors and regulatory requirements
` We are proud of the service we offer and don’t apologise for charging for it
` We ensure the profitability of our clients
- this is a collective effort; we regularly monitor our own client’s profitability
“We think, feel and act ‘its my business’ ensuring the Client is at the forefront of every commercial decision we make.”
“Trust is built with consistency… do what you say and say what you do.”
Be Trusted
Derailing Behaviours
_ We choose an expensive route for a client when a more economical solution exists
_ We hide our mistakes and purposely cover our tracks
_ We listen to our clients and colleagues but don’t act on their concerns
_ We stifle talent within the organisation through fear of being overtaken/ overshadowed/shown up
_ We take credit for colleagues’ work or ideas
_ We are not clear with clients or colleagues about what we need to deliver and our ability to do so
_ We act without integrity
Enabling Behaviours
` We communicate regularly and honestly to clients, being clear about their responsibility, ours, the fees and the deliverables expected on each side
` We have clear and documented procedures, controls and communication with clients and the business
` We are honest when we do not know something, however, we make it our mission to find out and communicate our findings clearly and efficiently
` We are experts in our field. We seek to extend our knowledge constantly, sharing this within the team and with clients as needed
` We deliver on what we have promised, on time… every time!
` We are all accountable - we avoid a ‘passing the buck culture’
` We are passionate about the business, our roles and our career aspirations; our colleagues trust us to give our all each day
Our Growth Plans
Purpose/mission
The Fairway Growth Planning Framework is the enabler for creating the Fairway Group growth plans, including individual, functional and departmental plans.
It will allow each of us and our teams/ functions to know precisely the part we play in turning the Fairway purpose, mission and goals into reality and helping us clearly understand the interdependencies and where we need collaboration, teamwork and clear communication.
In doing so, we will
• Leverage the power of the ‘whole’ business and resources behind a common purpose, mission and set of strategic priorities
• Avoid duplication of activity which can cost time and money
• Allow Fairway to be fast, agile and proactive in driving the business forward
• Create the capacity and structure to grow, future proof and easily diagnose where blockers might be in our growth model
• Build a high-performing, sustainable, legacy organisation which we can all be proud of!
Empowered execution Performance culture
Values-driven -behaviours
Growth plans
Fairway Growth Planning Framework
Strategic Plan: 3 zones. 11 Interlocking Strategies
Zone One: BIG picture thinking/strategic direction
Zone Two: Go to market strategy Zone Three: Enabling Success
Empowered Execution
“Followers think and talk about the problems. Leaders think and talk about the solutions.”
Purpose/mission
At Fairway, Leadership is not about title! It’s about a way of thinking, feeling and acting where in its truest form we are all Leaders – starting with being a Leader of self.
A Leader Leader culture operates from a solid core of personal ownership, each individual taking responsibility and accountability for their actions and results; where everyone thinks, feels, and acts like it’s their business, regardless of their job title, office, or place on the hierarchy.
Building a Leader Leader culture not only achieves remarkable improvements in effectiveness and morale but will also make our business stronger. It will build more resilience in our business by naturally developing mentality and mindset throughout our organisation. It is a force that can’t be stopped. Businesses don’t grow on their own – Leaders grow businesses. You are empowered and trusted to do the right thing in driving our business forward, adding value and making a difference.
Empowered execution
Performance culture
Values-driven -behaviours
Leader Follower Leader Leader
Growth plans
Performance Culture
“If everyone is moving forward together, then success takes care of itself.”
Purpose/mission
Culture is not done to you…It’s our culture.
Own it, positively shape it and hold everyone to account (including self) for living it!
The essence of our culture; it’s simply the way we do things around here!
It’s how we think, feel and act.
Are you in?
Great people make a great workplace.
We ask that you be the best you can be, that we all commit to our shared aspirations, give and receive open and honest feedback and improve individually for the benefit of our clients and ourselves.
Empowered execution Performance culture
Values-driven -behaviours
Growth plans