Culture‐change program restores the gloss to Leighs Paints : Training and development foster a “can do” attitude

Purpose – Describes a culture‐change program, supported by employee development, at Leighs Paints. Design/methodology/approach – Explains the reason for the changes, the way in which they were implemented and the results they have achieved. Findings – Reveals that staff turnover has fallen from 14 percent to 4 percent a year, absenteeism is down from 8 percent to 1.8 percent and productivity has risen by 98 percent in the decade since the changes were introduced. A failing company has been transformed into a highly successful one. Practical implications – Explains that employees are now empowered, team‐work is strong and a “can do” attitude prevails. Social implications – Highlights how developing a sense of pulling together has helped to make Leighs Paints an employer of choice. Originality/value – Claims that turning the hierarchy upside down, and being led by the employees, is unusual in a paint manufacturer.