Growth can create internal “static”, especially in people-first industries where belonging is the product. By building psychological safety, practising radical candour, and shifting to human-centric leadership, teams move from transactional communication to collective responsibility. Fiona Wright outlines how this approach reduced attrition, improved collaboration, and strengthened customer experiences at Haulfryn.
In the hospitality and residential park industry, a brand is only as strong as the people who represent it. For Haulfryn, a family-owned business with a- 90-year history of excellence, the challenge was ensuring that their heritage could withstand the pressures of modern growth.
The most effective business strategy is a human one
By partnering with the performance consultancy AhaMo, Haulfryn embarked on a journey to move from a culture of high attrition to one of high performance, proving that the most effective business strategy is a human one.
The challenge: Navigating the friction of growth
Haulfryn operates in a space where the “product” is a feeling of home and belonging. However, the business found itself facing significant internal hurdles. High levels of staff attrition, particularly at the leadership level, were creating a cycle of instability. The fast-paced, high-pressure nature of the sector had led to a culture where communication was often transactional, and the underlying “human” needs of the team were being overshadowed by operational demands.
The leadership team, including HR Director Eve West, recognised that the company had reached a plateau. There was a palpable sense of “internal static”, a lack of connection between teams and a hesitation to have the honest, sometimes difficult conversations required for progress. To protect their legacy, Haulfryn needed a way to rebuild trust and empower their people to lead with both clarity and confidence.
The Solution: Cultivating radical candour and safety
The partnership with AhaMo was designed as a deep-rooted cultural intervention rather than a traditional training program. AhaMo brought a unique team, including high-performance experts like Lizzy Yarnold OBE and specialists in psychological safety, to help Haulfryn’s leaders hold up a mirror to their own behaviours.
The strategy focused on three specific areas of growth:
- Establishing psychological safety: This was the bedrock of the project. The teams worked to create an environment where every employee felt safe to speak up, admit mistakes, and offer ideas without fear of judgment or retribution. This safety allowed for interpersonal risk-taking, which is essential for innovation.
- The power of radical candour: Using the principle of “challenging directly while caring personally,” Staff were coached to move past polite silence. They learned that honesty, when delivered with genuine care, is the fastest route to solving operational problems and building trust.
- Human-centric leadership: The program moved away from rigid, top-down management. Instead, it focused on the “human architecture” of the business, ensuring that leaders understood the emotional drivers of their teams. By framing work as a learning opportunity rather than a test of competence, leaders invited more active participation.
Throughout the sessions, the Haulfryn team were helped to navigate their context and candour, providing them with the tools to manage the complexities of their roles while staying deeply connected to one another.
The impact: A culture in flow
The transformation produced immediate and visible shifts across the organisation. As the internal barriers came down, the “static” that had previously hindered performance began to clear. The most significant impact was seen in the way team members supported one another; rather than working in silos, there was a newfound sense of collective responsibility and shared purpose.
Eve West, the HR Director, described the change as “mind-blowing and positive.” She observed that: “The team is interacting more freely with customers but also crucially amongst itself. The way in which team members have been supporting each other is extremely different… We’ve had so much feedback that people in the team are being more honest and are better able to express themselves because they feel a level of psychological safety.”
This shift in internal dynamics had a direct effect on the business’s health. By improving the employee experience and fostering a sense of belonging, Haulfryn began to stabilise its attrition rates. Customers noticed the difference too; the authentic, helpful behaviour of the staff led to more positive feedback and a stronger brand reputation.
The expertise on the programme provided the spark, but the dedication of Haulfryn’s leadership turned that spark into a sustainable flame. Today, Haulfryn is more than a successful business; it is a high-performance culture where people feel empowered to be themselves, ensuring the company’s legacy thrives for the next generation.
Fiona Wright is Chief Mo Activator at AhaMo™
