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Mark Watkin Jones may be the ninth generation of the same
family to run the business, but his leadership style is the
most innovative in the company’s 200 year history.
After taking over from his father as group managing director
three years ago, Mark set about transforming the culture of
the business.
“The business has been hugely successful and one of
the first things I wanted to do when I took the reins was
to give something back to the staff,” said Mark.
Mark began his mission by appointing the company’s first
training manager to improve staff development and career progression,
which resulted in several internal promotions.
He also set about improving his employees’ working environment
and invested heavily in renovations, refurbishments and new
IT systems. A new canteen, relaxation rooms and even an outdoor
picnic area were also constructed for all staff.
“I wanted to put employee well-being right at the top
of our agenda and create a friendly working environment that
would motivate staff and make them feel involved in the success
of our business.
“I wanted to be able to lead with an ‘open-door’
policy and ensure that all staff shared in both the company’s
success and their own achievements. Teamwork was very much
my buzz word.”
He introduced a staff communication forum and annual bonuses,
as well as along with The Long Service Awards, complete with
cash prizes.
The changes paid off and the company was named ‘Employer
of the Year 2004’ by The Welsh Daily Post.
“I’ve always worked for the company. I started
as a quantity surveyor after I graduated and have worked my
way up. I think that helps when it comes to leadership –
you need to earn the respect of your staff.
“I have experience in all aspects of the business, so
I can relate to employees’ needs and I think that’s
a very important part of being a leader, too. You must understand
where other people are coming from.
“I think I inherited some of my leadership abilities
from my father, who is very much my inspiration. I watched
him build up the company from a young age and I want to keep
up his good work, as well as adding a few improvements of
my own.
“I think my generation requires a new style of leadership.
Staff expect a lot more from you and it’s your duty
to deliver on that. Human resources is a priority and people
need more flexible working conditions, so I’ve shaped
my leadership around that.”
Jon Mendoza says of Mark : "While Mark’s ongoing
programme of significant improvements to the issues that contribute
to high staff morale has had a considerable impact on the
Company’s continued success, it is his willingness and
ability to lead from the front that really impresses all who
work here. Were it necessary, he could very ably undertake
any of the senior roles in the organisation, and this breadth
of intellect, knowledge, experience and competence assists
and encourages all staff to do their very best for the Company."
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