Value Based Leadership How leaders can influence the key performance metrics that create real business value and profitable growth. www.innergy.co.uk

MD, successful IT recruitment business London This is Chris… Alex MD, successful IT recruitment business London 2015 / 2016 was a challenging year for Alex and it all started back in July…

xxx AGM July 2015

The Impact of the AGM – 12 Months Later 2015 Target (annual total £4.6m) 2015 Actual (annual total £3.2m)

4 18 14 What Else Happened? Net Headcount Growth Headcount Growth Staff Turnover 14

lessons from the saddle 3 points of failure lessons from the saddle

lessons from the saddle Alex sold the profit motive ahead of the purpose motive 1 lessons from the saddle

lessons from the saddle The target of £4.6m got everyone excited, but it didn’t create real engagement lessons from the saddle

Example Purpose Motives To put smiles on the faces of everyone we touch To refresh the world, to inspire moments of optimism and happiness, to create value and to make a difference To enable economic growth through infrastructure and energy development and to provide solutions that protect people and preserve the planet To bring inspiration and innovation to every athletes in the world (and if you have a body, you are an athlete) To inspire and nurture the human spirit – one person, one cup and one neighbourhood at a time

what is your company purpose motive? lessons from the saddle

no one was accountable for the facilitation of the vision 2 lessons from the saddle

The Way it Should Work – shared ownership Design The Profit Motive The Why Board The Purpose Motive Facilitate The Strategy The What Team Leaders The Plan Implement The Activity The How Consultants The Minimum Standards

Levels of Involvement Design The Profit Motive The Why Board The Purpose Motive Facilitate The Strategy The What Team Leaders The Plan Implement The Activity The How Consultants The Minimum Standards

lessons from the saddle they were too focused on performance and not enough on engagement 3 lessons from the saddle

Driving Internal Performance 64% of employees said they have more to offer than they are currently demonstrating or being asked to demonstrate at work. Involvement Commitment

Engagement and The Vitality Curve Only 15% of UK workers consider themselves 'highly motivated': 24% admit to 'coasting', and 8% to being completely demotivated Money is not the answer: 55% agreed that while salary motivates them to turn up for work, other factors are required to motivate them to work hard Only 38% expressed a sense of loyalty to their company: 54% are prepared to leave for a higher salary; 41% would leave for a more interesting job or better career prospects Employees believe they would be 45% more productive if doing a job they loved; 28% more productive with better training; 28% said they would be more productive with a better boss Source: (Hay Group) Bulletpoint Communications

Who is responsible for driving engagement in your business? What is it that really motivates you recruiters?

Engagement in the Recruitment Sector Achievement Recognition Job Challenge Responsibility Advancement Growth Engagement

Engagement in the Recruitment Sector Achievement 4 -5 Company Policies Recognition 9 -3 Management Job Challenge 6 -8 Work Conditions Responsibility 2 -2 Salary Advancement 8 -5 Status Growth 6 -4 Security Engagement 35 -27 Disengagement

How much do we know about what actually motivates our employees? Achievement by self and department Advancement and promotion Company policy and administration Job – possibility of it gaining new challenges Job – interest in the work itself Company management Personal relationships – with colleagues Personal life (factors outside work) Recognition for good work Responsibility Salary Security Status Good physical working conditions Company Mission/Vision 1 to 15 1 being the factor that motivates you the most 15 being the factor that motivates you the least

…and then support your journey with feedback to create real engagement, managers must connect the future you with a purpose …and then support your journey with feedback

lessons from the saddle Bandura’s Reseach In the early 1980s, Albert Bandura and Daniel Cervone conducted a series of experiments, measuring the performance of eighty cyclists (split them into four, equally balanced groups).   Group A - were set goals for performance improvement lessons from the saddle (Bandura’s Research) Group B - were given no goals, but feedback on their performance  Group C - got both performance goals and feedback Group D - were a control group and got neither goals nor feedback  A B C D

A B C D Bandura’s Reseach At the end of a training period, they found that the 20 cyclists who received both clear performance goals and feedback had improved their performance to a higher degree (by a factor of more than 2). A B C D

This is NOT coaching! “You would be out of your depth in a car park puddle”   “A village somewhere is being deprived of an idiot” “Your people would follow you anywhere, but only out of a sense of morbid curiosity” “You have reached rock-bottom and have started to dig” “You have delusions of adequacy” “You brighten up the room …… by leaving it” “You are capable of working independently …… when cornered like a rat in a trap” “You set low standards which you consistently fail to achieve” “I would recommend you to work in any other department” “Your newly improved attendance record has revealed an inability to perform”

This is Coaching – reconnecting the future you! Design The Why The Purpose Motive Creates Buy-In Facilitate The Strategy The What Creates Structure Implement The Minimum Standards The How Creates Ownership

www.innergy.co.uk Thank you!