1. Modelling and Values in a Small Business Starting Small to Get iWAM and Modelling accepted. Dr. Allan Parker The Performance Solution

2. The Background A small IT recruitment company based in the north of the UK Growing fast with big aspirations 4 Key people responsible for gaining and delivering the business 2 Directors, Jonathon and Mike who were highly successful in larger recruitment companies before starting their own business 4 years ago

3. The 4 Key People Jonathan is MD and runs the company and now does not do much “selling” Mike, the other director loves selling; does not want anything to do with running the company Oliver is a consultant that has been with the company a few years A year ago they recruited Pete as another consultant who is doing very well

4. The Issues “There are four of us in the business. We’ve parted company with the weak ones although we have one whose role we had to change as he was struggling.” Jonathan About a year ago Oliver was seen as “non performing” because he was not achieving his targets and was almost fired The new hire – Pete consistently exceeds his targets As they grow how will they be able to hire the right people? “We don’t hire ‘recruitment consultants’ we hire “salesmen.” Mike

5. The Issues Never really considered what sort of organisation they are or want to be They know what behaviours they expect from their staff but they have never really considered the motivational patterns that would drive the behaviours What are the things that they “value” as an organisation?

7. Recruitment Questions to Check Out Some of the Preferences. Give examples of where you have started new projects or brought in new ideas and concepts at work. How do you reflect on and develop your own skills? How patient would you say you are with clients who are slow decision makers? Tell me how you make decisions How do you make links between ideas and concepts? When communicating how important is it to be face to face with the other person? Would you describe yourself as a practical person or more of a thinker? Would you describe yourself as a big picture or a detail person? Tell me about an average day at work (listen for a past, present or future time orientation) Would you consider yourself more of a planner or a doer? How much background information do you need in order to be effective at work?

8. The Outcomes On a very limited sample size recognition that there were some key motivational pattern differences between Oliver and the other 3 “salesmen” Agreement to use iWAM as one of the tools in future recruitment for “salesmen” and to look for the patterns that “make the difference” Agreement to develop a ‘real’ model when they have a bigger group and some history.

9. Recognition that Oliver’s preferred patterns were better suited to the business development role that he had been “parked” in for the last year Formalisation of the business development role for Oliver, reporting to Jonathan, where he looks for and develops potential new clients before handing them over to Mike or Pete to close the sale The Outcomes

10. Recognition that the business development role was important going forward, Mike and Pete are unlikely to put in the time to nurture possible new clients whereas Oliver will Recognition by Jonathan that although he is very keen to have strong procedures for all aspect of the company Mike and Pete will only follow these so long as they work then they will do whatever is needed to close the sale The Outcomes

11. Organisation Values The remainder of the case study focused on the leadership team’s work with organisational values. That portion was omitted for time purposes.