Supporting slides for Southbank Launch event

2. ‘S’
‘Skiving?’
‘Searching?’

3. For the next 40 mins or so
• Creating a high performance
team culture
• 5 fundamentals that drive
business excellence
• How the best companies
create employee engagement

4. Some of our local clients

10. Success leaves clues...

11. What does this mean to me?
How can I use this idea?
What can I do right away?

13. Business Excellence
What would that look like for
your organisation/team?
How would you see it?
What would it be made up of?
Consistent themes appear

14. The 6 Principles of Business Success
1. Vivid vision
Compelling vision of what
you’re trying to achieve,
exceptionally well
communicated, exciting,
focused, inspiring and
realistic

15. The 6 Principles of Business Success
1. Vivid vision
2. Best people
3. Robust communication
4. Sense of urgency
5. Disciplined execution
6. Extreme customer focus

16. The 6 Principles of Business Success
1. Vivid vision
2. Best people
3. Robust communication
4. Sense of urgency
5. Disciplined execution
6. Extreme customer focus

17. (T+C +ECF) x DE = BE
Creating Business Excellence

18. (T+C +ECF) x DE = BE
Creating Business Excellence
Talent
‘The future of your company is
directly tied to the quality of
talent you can attract and keep
and develop’

19. Talent
‘To my mind the only
sustainable competitive
advantage left is the creation
of a corporate culture that is
solidly built on a foundation of
continuous innovation and
extreme customer focus- both
of which can be delivered only
by highly talented people’
Peter Drucker

20. Talent
‘To my mind the only
sustainable competitive
advantage left is the creation
of a corporate culture that is
solidly built on a foundation of
continuous innovation and
extreme customer focus- both
of which can be delivered only
by highly talented people’
Peter Drucker
What are the components of ‘business talent’?

21. The 5 C’s of Talent
1. Competence- possess skills valuable in marketplace
2. Character- behave with complete integrity
3. Collaboration- work well with others and teams
4. Communication- ability to ask superior questions
and listen to understand
5. Commitment- a positive can-do attitude, embrace
risks, focus and commitment to excellence
Talent

22. (T+C +ECF) x DE = BE
Creating Business Excellence

23. (T+C +ECF) x DE = BE
Creating Business Excellence
Culture

24. What do you think he meant by this?

25. ‘High Performing Team Environment’
-ve motivation !
+ve motivation !
Compliance
Commitment
‘Leadership Style and Culture’

26. ‘High Performing Team Environment’
-ve motivation
+ve motivation
Compliance
Engagement
‘Leadership Style and Culture’

27. What does
‘employee
engagement’
mean to us?

28. 2 questions that help...
• When was the last time you felt
that the work you were doing
was more important than making
money? Ever felt that way?
• What does a good day at work
look like for you?

29. Similar
things
every
time

30. Fair Pay
Meaningful Work
Cool Colleagues
Winning Fun Culture
Opportunity for Growth
Boss I Trust and Respect
Which when added together...

31. ‘A set of positive attitudes
and behaviours enabling
high job performance of a
kind which are in tune with
the organisations mission’.
Prof John Storey
Routledge Companion to
Strategic Human Resource Management

32. ‘A positive attitude held by the
employee towards the organisation
and its values.
An engaged employee is aware of
the business context, and works with
colleagues to improve performance
within the job for the benefit of the
organisation’.

33. ‘Engagement is about creating
opportunities for employees to
connect with their colleagues,
managers and the wider organisation.
Its also about creating an environment
where employees are motivated to
connect with their work and really
care about doing a good job’.
Professor Katie Truss
Employee Engagement in Context, CIPD

34. ‘A heightened emotional state
where we feel passionate,
energetic and committed
towards our work.
In turn we fully invest ourselves
in the work
we do.

35. 4 Categories of Engagement
Fully Engaged
Key Contributors
Opportunity Group
Disengaged
23 %
49 %
24 %
4 %
Engagement is not binary, yes/no. It’s a continuum

36. On agenda for 81%
organisations globally
Only 21% have a formal
employee engagement
programme
COA solutions reported...
• 2/3rds doing something
• Only 5% said ‘highly
engaged
• 41% admitted our staff
are pretty demoralised!
‘Ashridge Business School’

37. Confidence in senior
managements clarity of vision
for our organisation -6%
46% say our organisations poor
to lousy at communicating with
staff
Confidence in our senior
leaders –5%
Engagement index dropped -3%
in last 6 months and...
20% have one foot out the door
already

38. Employee Engagement-the Business Case
‘Engagement matters because people matter’

39. Employee Engagement
The Business Case
• Better financial performance
• Increased levels of teamwork
• Higher levels of innovation
• Lower absence levels
• Increased staff retention
• Fewer accidents
• Employee wellbeing
• More employees advocating their organisation
Cost to UK Economy? £39-43 billion (Gallup)

40. Other studies have quantified the
impact finding that:
• Deliver 4 times more value to organisation
(Mercer data)
• Generate 43% more revenue (Hay Group)
• Average 2.7 days sickness against 6.2 days
(Gallup)
• 87% less likely to leave (Corporate Leadership
Council)
• Out perform other companies by 47%-202%
(Watson Wyatt)

41. So what factors do we expect will
significantly link to commitment in
the workplace?

42. Factors which significantly link to
commitment in the workplace
• Employees trust in
management
• What I’m doing is meaningful
• Satisfaction in decision making
• Quality of relationships
between management and employee
• Satisfaction with amount of pay received
• Satisfaction with a sense of achievement
Source: Workplace Employment Relations Survey

43. The Main Drivers of Engagement
• Involvement in decision
making
• Freedom to voice ideas
to which managers listen
• Having opportunities
to develop in the job
• Feeling that the organisation is concerned for
your health and well-being
Source:

44. The Main Drivers of Engagement
• Regular feedback and
dialogue with my boss
• Clear perceptions of the
ethos and values of the
organisation
• Effective internal employee communication
• Employee clarity of job expectations
Source:They’re pretty simple!

45. (T+C +ECF) x DE = BE
Creating Business Excellence
Extreme
Customer Focus

46. Extreme Customer Focus
Take a minute to think about all your suppliers, vendors,
businesses you deal with in the course of an average
month, from strategic partners to you local dry cleaner.
How many of them can honestly say every time you do
business with them they ...?
1.Show up on time?
2.Keep their promises?
3.Are extremely polite?
4.Give a little bit more
than expected?
£18 million £26 million£1m

47. Extreme Customer Focus
Research shows:
Creating a culture of engaged employees who
consistently deliver superior customer service can
drive as much as an 85-104% increase in profitability
People would be willing
to pay a 15-25% price
premium to buy the
exact same product if
they received truly
outstanding service!

48. Extreme Customer Focus
What do we think would be the most important
customer expectations for great service from you?
1. Reliability
2. Professionalism
3. Empathy
4. Responsiveness
5. Ambience

49. (T+C +ECF) x DE = BE
Creating Business Excellence
Disciplined
Execution

50. Disciplined Execution
A performance-oriented
culture that demands flawless
operational execution,
encourages continuous
innovation and refuses to
tolerate mediocrity

51. Disciplined Execution
The ability to deliver results is the
primary skill of a leader and the
only true measure of
organisational effectiveness
Peter Drucker
Accountability is the key
Setting specific clear binary goals- yes/no
Rigorous not ruthless in your coaching

52. Disciplined Execution
The ability to deliver results is the
primary skill of a leader and the
only true measure of
organisational effectiveness
Peter Drucker

53. P
P
P
P
918 pages!
Disciplined Execution

54. Passion
P
P
P
918 pages!
Disciplined Execution

55. Passion
Persistence
P
P
918 pages!
Disciplined Execution

56. Passion
Persistence
Practice
P
918 pages!
Disciplined Execution

57. Passion
Persistence
Practice
Pattern recognition
918 pages!
Disciplined Execution

58. (T +C + ECF) x DE = BE
Creating Business Excellence

60. Your free resource

61. @LinkedIn.com/in/michaelbarkerpdg
@Twitter.com/pdgtips
@pdgclips
@ PDG-Performance-Development-Group
Contact
Performance Development Group
www.performancedg.com
0113 2288808
michael@performancedg.com