We create trust by being reliable, honest and accountable. Trust is not about always agreeing with each other. It is about knowing our team members will do the right thing, communicate openly and follow through on their commitments.

  • Follow through on our commitments and keep people informed.
  • Flag changes early if timelines, scope, or expectations need to shift.
  • Have difficult conversations early, rather than letting them grow.
  • Kindly challenge clients and the team if we think there’s a better approach.
  • Speak up when workload, deadlines or problems are becoming difficult to manage.
  • Take ownership of our own work and trust colleagues to do the same.
  • Recognise and acknowledge when someone has done a great job.
  • Are open when something is not working and focus on finding solutions.
  • Agreeing to unrealistic expectations without discussing the impact.
  • Assuming people know they are appreciated without telling them.
a man at a desk smiling

We believe in helping people, organisations and ideas reach their potential. That means supporting the development of our colleagues, helping clients achieve their goals, creating opportunities for others to succeed and contributing to the long-term growth of TMPR. Growth looks different for different people, teams and businesses, but we all have a role to play in making it happen. We are at our best when we help others grow alongside us.

  • Stay curious and take ownership of our own learning, development and growth.
  • Actively look for ways to help colleagues, clients and the business grow and succeed.
  • Encourage people to try new things and step outside their comfort zones.
  • Support learning and build confidence through experience, responsibility and exposure, not just formal training.
  • Share ideas, insights and opportunities with others.
  • Give constructive feedback that helps people and projects improve.
  • Learn from mistakes rather than hiding them or seeing them as failure.
  • Recognise that growth can mean developing confidence, expertise, relationships, impact or commercial success, not just promotion/job titles.
  • Assuming our own development is the responsibility of our manager.
  • Letting workload get in the way of learning, trying new things or improving how we work.
  • Focusing only on our own success rather than the success of the wider team, our clients or the business.
a woman leading a meeting

We aim to make decisions that create a positive and lasting impact for our people, our clients, our communities, our environment and our business.

Look after people and ways of working by:

  • Planning and managing workloads and timescales realistically.
  • Speaking up when pressure is building and supporting each other when things get busy.

Support our communities and environment by:

  • Supporting local businesses and building relationships in our communities.
  • Reducing the environmental impact of how we work, travel and operate.
  • Working with organisations and partners whose values align with our own.
  • Using AI and technology responsibly.

Build sustainable success by:

  • Building relationships that last and helping others succeed alongside us.
  • Considering the wider impact of our decisions.
  • Growing in a way that stays true to our values without compromising the quality of our work.
  • Wearing burnout as a badge of honour.
  • Consistently putting short-term demands ahead of long-term wellbeing.
  • Sacrificing quality for speed as the default.
  • Treating sustainability as a separate initiative rather than part of how we work.
  • Chasing growth at any cost.
a man at a desk writing in a notebook

In doing so, we recognise that everyone brings different experiences, strengths, challenges, perspectives and needs. Being Human means building genuine relationships, taking the time to understand people as individuals and creating an environment where everyone feels respected, supported and able to be themselves.

  • Prioritise face-to-face interactions wherever practical, recognising that they build the strongest relationships.
  • Are generous with our time, investing in real relationships and meaningful connections.
  • Listen to understand, not simply to respond.
  • Balance flexibility with what is needed for the business, the team, and individuals.
  • Respect that people have different strengths, boundaries, preferences, and ways of working.
  • Create an environment where everyone feels comfortable being themselves.
  • Ask for help when we need it, and offer support when others need it.
  • Create an environment where people feel safe to speak up, ask questions and challenge ideas constructively.
  • Treating people as job titles, outputs, accounts or billable hours.
  • Ignoring the personal impact of business decisions.
  • Expecting people to leave their whole lives at the door.
  • Letting workload get in the way of taking time to connect with the team, clients or partners.
the tmpr team at an awards show

Fun is part of what makes TMPR distinctive. It is not something we force or manufacture. It comes from strong relationships, shared experiences, creativity, personality and enjoying the journey together.

  • Bring personality into our work and client relationships.
  • Bring positivity and energy to the team and the work we do.
  • Celebrate wins, milestones, achievements and good news through Gecko Gongs and team celebrations.
  • Enjoy collaborating and creating together, and encourage others to join in.
  • Encourage spontaneity and moments of fun.
  • I Help clients enjoy the process, not just the outcome.
  • Taking ourselves too seriously.
  • Creating forced fun that feels artificial.
  • Losing the personality, warmth and humour that make TMPR unique.
the tmpr team in Christmas jumpers
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