Dave is a Director and Co-founder of 10Eighty and works with organisations to adopt approaches in leadership development, team effectiveness and career management, which focus on driving employee engagement, whilst also leads to increasing productivity. This presentation will look at one such approach. The presentation will cover: - Organisational and people capability building - Using business insights to drive change in people management practices - Intelligence gathering of good people management practices internally and externally.

1. T H E L I N K B E T W E E N E M P L O Y E E
E N G A G E M E N T A N D O U T S TA N D I N G
P E R F O R M A N C E
D a v e H a r r i s o n
D i re c t o r & C o - F o u n d e r 1 0 E i g h t y

2. Top ics cov ered
Organisational and people capability building
Using business insights to drive change in people
management practices
Intelligence gathering of good people management
practices internally and externally.
O U R S E S S I O N T O D A Y

3. W H AT D O E M P L O Y E E S W A N T ?
MacLeod Report

4. T H E B U S I N E S S C A S E
States that increasing
employee engagement by
10% puts £1,500 per
employee on the bottom line
of the business.
A comparison between the
upper quartile and lower
quartile M&S Stores in terms
of engagement is 1.29%
however this produces a
difference of £142 million in
sales revenues!
M&S stores with improving
engagement had on average
delivered £62 million more
sales to the business every year
than those stores with declining
engagement.

5. T H E P E R F O R M A N C E R E V I E W

6. W H Y P E R F O R M A N C E
C O N V E R S AT I O N S A R E
D E M O T I V AT I N G
FOCUS ON STRENGTHS
NON-DIRECTIVE
FOCUS ON WEAKNESSES
DIRECTIVE
Demotivating
Conversations
Motivating Conversations

7. T H E V A L U E O F T H E S T R E N G T H S
B A S E D A P P R O A C H
Recent evidence shows:
73% improvement in employee engagement when employees are
encouraged to play to their strengths (Rath and Conchie, 2008)
Customer retention is 44% higher in companies where people are allowed to
do what they do best every day (Harter and Schmidt, 2002)
Positive psychology based interventions help to reduce stress and burnout
(Cotter & Fouad, 2013)
73% improvement in overall work performance and results

8. T H E V A L U E O F T H E S T R E N G T H S
B A S E D A P P R O A C H
Profits increase by up to 85% when people are encouraged to
optimize their strengths
Customer retention is 44% higher when people get to play to their
strengths regularly
79% improvement in confidence in strengths and how they could best
contribute at work
66% removal or reduction in limiting weaknesses by capitalising on
strengths

9. P O S I T I V E C O N V E R S AT I O N S
B O O S T P E R F O R M A N C E
Corporate Leadership Council

10. S T R E N G T H S B U I L D I N G S E T S O F F A
P O S I T I V E C H A I N R E A C T I O N
* Rath and Conchie, 2008
Harter et al, 2002
Reichheld and Sasser, 1994

11. D E F I N I N G A P E R S O N A L I T Y
S T R E N G T H
“Underlying qualities that energise us, and
we are great at (or have the potential to
become great at)”.

12. S T R E N G T H S P O T T I N G
In Pairs:
Think about a time when you
were performing at your
best, feeling totally energised
and absorbed in your work.
Then in pairs share your
stories with the person next
to you
Then, capture a quick list of
the strengths that were
inherent in your story

13. • Passion
• Perseverance
• Practice ... lots of it
• Positive conditions
W H A T D R I V E S E X C E L L E N C E ?

14. P O W E R F U L C O N V E R S AT I O N S :
4 K E Y P R I N C I P L E S
1. Maintain a positive mindset
2. Spot and stretch strengths
3. Set positive expectations
4. Encourage and recognise successes

15. P R I N C P L E 1 :
M A I N TA I N A P O S I T I V E M I N D S E T

16. P R I N C I P L E 2 :
S P O T A N D S T R E T C H S T R E N G T H S
Spotting strengths
Energy/enjoyment
Rapid learning
Mastery/Excellence
Interests outside work
Prioritisation

17. H E L P I N G P E O P L E
S T R E T C H T H E M S E L V E S
Setting “stretch” goals
Learning new skills
Challenging projects
Training or mentoring others
Getting mentored or
coached
Job rotations, short-term
assignments, diverse teams
Off-the-job development

18. P R I N C I P L E 3 :
P O W E R O F P O S I T I V E
E X P E C TAT I O N S
1. Your
expectations
2. Conscious or
unconscious
communication of
expectations
3. Individual
responds to
expectations by
adjusting
behaviour
4. Individual meets
your expectations

19. High Trust,
Productive
Relationship
5 Positive
Statements
1 Negative
Statement: =
The Magic Ratio:
Marcial Losada
P R I N C I P L E 4 :
E N C O U R A G E A N D
R E C O G N I S E S U C C E S S

20. C O N C L U D I N G R E M A R K S
It’s all about your employees
Don’t waste you time on a negative performance
review; focus on Strengths
The business case for focusing on strengths: high
levels of employee engagement = profitability and
shareholder value
Engagement comes from managers who care, listen,
develop and stretch their people

22. T H A N K Y O U !
Contact Details - Dave Harrison
Mobile: 07876 024 555
Email: dave.harrison@10Eighty.co.uk
Website: www.10eighty.co.uk
LinkedIn: uk.linkedin.com/in/davesharrison/
Twitter: @DaveSHarrison