A great place to work – engaging with and motivating others

A day in the life of……

A great place to work – why? Results in: 8% greater productivity 16% greater profit margin 19% operating income 12% greater client advocacy 50% fewer sick days 87% less likely to leave Source: Engage for success D McLeod and N Clarke Result in employees who: Go the extra mile Go above and beyond for clients Willingly work with and help others Fix problems/suggest improvements Feel supported and trust their immediate ‘manager’ Confidence in senior leaders/direction of firm Source: Great Place to Work UK

A great place to work – why? Otterburn Legal Consulting December 2016

A great place to work – for who? Employees perspective: Trust people they work for Have pride in their work Enjoy the people they work with Source: Great Place to Work UK Leaders perspective: Achieves the organisational goals People give their best Work together as a team in an environment of trust and performance

A great place to work – for who? Baby Boomers 1945 - 1961 Influences Post war optimism Family “Society” Values Hard work Loyalty Rewards Career Motivators Status Promotion Today Partners/ consultants Generation X 1962 - 1977 Influences Changing world order Powerful leadership “Individual” Values Confident Self reliant Career Motivators Achievement Money Today Partners Long serving Directors Generation Y 1978 - 1998 Influences 9/11 attacks Internet Student debt “Global” Values Connected 24/7 Confident Lifestyle centred Career Motivators Developing skills Networks Today Partners Directors Associates/teams

A great place to work – for who?

A great place to work – for who?

A great place to work – for who? Career phases Relative Importance Initial Phase (21-26) 1. Training & Development Ambition Phase (27-35) Consolidation Phase (35-40) Maturity Phase (40+) 2. Career Enhancement 3. Reward & Recognition 4.Right Firm, Right People/Team 5.Job Security 4. Training & Development 5. Career Enhancement 2.Right Firm, Right People/Team 1. Job Low High 4. Job 3. Job 1. Career Enhancement 5. Right Firm, Right People/Team 2. Reward & Recognition 3. Training & Development 2. Right Firm, Right People/Team 5. Training & Development 1. Reward & Recognition 4. Career Enhancement Post 55 ??

A great place to work – for who? Baby Boomers 1945 - 1961 Influences Post war optimism Family “Society” Values Hard work Loyalty Rewards Career Motivators Status Promotion Today Partners/ consultants Generation X 1962 - 1977 Influences Changing world order Powerful leadership “Individual” Values Confident Self reliant Career Motivators Achievement Money Today Partners Long serving Directors Generation Y 1978 - 1998 Influences 9/11 attacks Internet Student debt “Global” Values Connected 24/7 Confident Lifestyle centred Career Motivators Developing skills Networks Today Partners Directors Associates/teams

The power of leaders Leaders create the climate for success – of all the factors which impact on climate & discretionary effort Leadership style has greatest impact Up to 28% of variance in Financial Results (profits and revenue) can be explained by differences in Organisational Climate Individual Competencies Leadership Styles Organisational Climate Results 50-70% of variance of Organisational Climate can be explained by differences in Leadership Styles Source: Dan Goleman, New Leaders

The power of leaders Leaders create the climate for success Individual Competencies Leadership Styles Organisational Climate Results Leadership Styles Patterns of behaviour used across range of management situations Effectiveness = breadth of repertoire of styles Critical to effectiveness = diagnose demands of situation and make full use of styles vs relying on 1 or 2 styles in all situations Some styles are better suited to situations Source: Dan Goleman, New Leaders

The power of leaders – 6 leadership styles Purpose Message Directive Getting immediate compliance ‘Do what I tell you’ Visionary Providing long-term direction & vision ‘Come with me, this is where we are going’ Affiliative Creating harmony ‘People come first’ Participative Building commitment and generating new ideas ‘What do you think?’ Pace setting Accomplishing tasks to high standards of excellence ‘You can do better/I need more – now’ Coaching Supporting long term professional development ‘I believe in you, am investing in you & expect your best efforts’ Source: Dan Goleman, New Leaders

Some ‘useful’ processes Engagement surveys Performance review 360 feedback Culture and value programmes Communication of strategies and plans Career development structures, talent management structures Learning & development Exit interviews/retention statistics Physical environment Pay at the appropriate level/clear reward systems

Partners as leaders Explain and inform Intervene where no progress Create objectives Commit and deliver Lead by example Recognise good behaviours, tackle bad Find people who are naturally good at it Seek first to understand Intervene where no progress Don’t rely on ‘perfect processes’ Develop and coach Train (all parties) Accept the inevitable Have the conversations you know you should be

……….Keep making progress!!! And above all else……… ……….Keep making progress!!!