1. GOOD DAY AT WORK: CONNECTING WELL BEING & THE BUSINESS AGENDA Ann Francke, CEO of CMI  Ttle

2. ABOUT ME & CMI:  I believe in the difference great management and leadership makes  Best Practice Standards of Management and Leadership are critical to unlocking growth  CMI : Only Chartered Body aimed at increasing the number and standard of Professional Managers  National Framework of Management & Leadership Skills; Research, Content  90,000 Members; 30,000 Students in 600 Centres; Chartered Manager

3. TOUGH TIMES FOR MANAGERS  Prolonged crisis in economic performance & employee morale  6 out of 10 see have little faith in the Government’s current economic policy.  9 out of 10 organisations have experienced change in the past year  Only 1 in 2 satisfied with their Jobs in 2012  Managers are more stressed, more depressed and more likely to move on HOW TO FIX????

4. HOW TO FIX? GOOD,EFFECTIVE MANAGEMENT & LEADERSHIP 1.Builds Business 2.Delivers Improved Management Performance &ROI 3.Attracts and Retains Talent 4.Boosts Well-Being “

5. THE REVERSE IS ALSO TRUE, ALAS BAD MANAGEMENT:  Creates the Majority of Corporate Failures  Costs UK £19 Billion per year  Has Badly Damaged Trust in Business & Government  Harms Well Being

6. MLD BUILDS BUSINESS Increase in organisational performance People performance

7. MORE PROOF EFFECTIVE INVESTMENT IN MANAGEMENT AND LEADERSHIP  80% effective managers in high performing organisation – twice that of low performing organisations  A small improvement makes a BIG difference to performance:  Equals a 25% boost to workforce or a 65% increase in capital  True for large organisations and true for SME’s- globally! WELL MANAGED ORGANISATIONS GROW

8. MLD ATTRACTS TALENT, IMPROVES MANAGERS & DELIVERS ROI  80 % of Managers say Funding Management Qualifications boosts ability to attract staff  90% say it improved their performance at work  Ripple effect –79 per cent improved the performance of their team  Return on investment – 79 per cent agree the employer benefits of management and leadership qualifications outweigh the level of time, money and effort invested in obtaining them

9. PROFESSIONALISING MANAGEMENTPAYS BACK Chartered Manager:  Gives independent recognition of management skills; boosts Confidence & Self Awareness  One of the top three most effective ways to develop abilities  Demonstrates commitment to professional development & helps retain talent  Pays Out: Chartered managers deliver an average of £362K to their organisations!

10. GOOD LEADERSHIP BOOSTS WELL BEING  Positive Leadership Affects Job Satisfaction  Staff Want to Smell A RAT ! Achievement Respect, Autonomy, Trust  Growth Firms Have Positive Management Styles & Effective MLD

11. DEVELOPING MANAGERS & LEADER WORKS- YET SO FEW DO IT!  Only 1 in 5 managers are qualified – 4 in 5 think they should be. Only 2000 Chartered Managers out of 3.5 million  Only 34 % deliver management training and 12% offer national qualifications  64% of organisations say they have ‘no need’ to train staff  Less than one in five managers expect MLD budgets to increase over the next six months & 77% of CEOs will CUT Spend!  UK Lags behind many other countries in management training

12. THE RESULT? 4 OUT OF 5 MANAGERS ‘JUST OK’

13. ATTRACTING AND RETAINING TALENT AN ISSUE  Three in five employers have problems with staff recruitment  More than half have issues retaining management staff  Young managers are more likely than previous generations to move on – 47 per cent would leave their present organisation if they could find another job  More Managers Needed: over 2 million more by 2020!

14. WELL BEING WELL DOWN VS 5 YEARS AGO  Negative Management Styles More Common  Lower Levels of Trust  Managers Less Positive about Managers and Organisations Ability  Stress, Illness and Depression Higher  Job Satisfaction Lower

15. WHAT CAN WE DO TO CHANGE THIS?  To change this we need: ̶ Right Attitudes ̶ Right Tools ̶ Right Measurements & Expectations

16. RIGHT ATTITUDES  Great Managers are Made not Born  Best Practice needs Practice: A Continuing Journey not a One-off  Make the Business Case- Link to Strategy, Business Outcomes & ROI  Ensure Support Up & Down the Line to Put Learning into Practice  Not Just HR Issue. Everyone’s Issue, Especially CEO & CFO

17. USE THE RIGHT TOOLS  Create the case (CMI & Other Research)  Online & Blended; Flexible Learning; Bite-Sized and Work -related  Toolkits (e.g. ROI) & Topics (e.g. Change Management)  Qualifications for Organisations and Individuals

18. CHOOSE THE TOOLS THAT WORK

19. RIGHT MEASUREMENTS AND EXPECTATIONS  Measure the Effectiveness of Programs : Track the Progress ( only 12% of CEO’s think Measurement is Right) & Link to Business Outcomes  Articulate the Benefits; Make a Competitive Advantage: Williams Lea  Benchmark: National Qualifications ; WMO Index  Consider Professionalising Management Like CIPD, Engineers and Accountants e.g. Chartered Manager. Avoid the Novice Expert!

20. CMI: WELL MANAGED ORGANISATION INDEX Corporate culture 45 Internal controls 37 Critical Self Analysis 72 Organisational Agility 53 Disclosure & Transparency 34 Company A | UK Quality of Management 65

21. IN SUMMARY  Times are Tough: Low Growth, Low Morale, Lots of Change  MLD More Important than ever for UK PLC, Individuals & Firms ̶ Builds Business ̶ Improves Manager’s Performance ̶ Attracts & Retains Talent ̶ Boosts Well Being  Yet: Far too Few Firms Practice!  To Change this we Need : ̶ Right Attitudes ̶ Right Tools ̶ Right Measurements & Expectations ̶ CMI Happy To Help