1. Value Based Leadership How leaders can influence the key performance metrics that create real business value and profitable growth.

2. MD, successful IT recruitment business London
This is Chris…
Alex
MD, successful IT recruitment business
London
2015 / 2016 was a challenging year for Alex
and it all started back in July…

3. xxx
AGM
July 2015

4. The Impact of the AGM – 12 Months Later
2015 Target (annual total £4.6m)
2015 Actual (annual total £3.2m)

5. 4 18 14 What Else Happened? Net Headcount Growth Headcount Growth
Staff Turnover 14

6. lessons from the saddle
3 points of
failure
lessons from the saddle

7. lessons from the saddle
Alex sold the profit motive ahead of the purpose motive 1
lessons from the saddle

8. lessons from the saddle
The target of £4.6m got everyone excited, but it didn’t create real engagement
lessons from the saddle

9. Example Purpose Motives
To put smiles on the faces of everyone we touch
To refresh the world, to inspire moments of optimism and happiness, to create value and to make a difference
To enable economic growth through infrastructure and energy development and to provide solutions that protect people and preserve the planet
To bring inspiration and innovation to every athletes in the world (and if you have a body, you are an athlete)
To inspire and nurture the human spirit – one person, one cup and one neighbourhood at a time

10. what is your company purpose motive? lessons from the saddle

11. no one was accountable for the facilitation of the vision2
lessons from the saddle

12. The Way it Should Work – shared ownership
Design
The Profit Motive
The Why
Board
The Purpose Motive
Facilitate
The Strategy
The What
Team Leaders
The Plan
Implement
The Activity
The How
Consultants
The Minimum Standards

13. Levels of Involvement
Design
The Profit Motive
The Why
Board
The Purpose Motive
Facilitate
The Strategy
The What
Team Leaders
The Plan
Implement
The Activity
The How
Consultants
The Minimum Standards

14. lessons from the saddle
they were too focused on performance and not enough on engagement 3
lessons from the saddle

15. Driving Internal Performance
64% of employees said they have more to offer than they are currently demonstrating or being asked to demonstrate at work.
Involvement
Commitment

16. Engagement and The Vitality Curve
Only 15% of UK workers consider themselves 'highly motivated': 24% admit to 'coasting', and 8% to being completely demotivated
Money is not the answer: 55% agreed that while salary motivates them to turn up for work, other factors are required to motivate them to work hard
Only 38% expressed a sense of loyalty to their company: 54% are prepared to leave for a higher salary; 41% would leave for a more interesting job or better career prospects
Employees believe they would be 45% more productive if doing a job they loved; 28% more productive with better training; 28% said they would be more productive with a better boss
Source: (Hay Group) Bulletpoint Communications

17. Who is responsible for driving engagement in your business?
What is it that really motivates you recruiters?

18. Engagement in the Recruitment Sector
Achievement
Recognition
Job Challenge
Responsibility
Advancement
Growth
Engagement

19. Engagement in the Recruitment Sector
Achievement 4 -5
Company Policies
Recognition 9 -3
Management
Job Challenge 6 -8
Work Conditions
Responsibility 2 -2
Salary
Advancement 8 -5
Status
Growth 6 -4
Security
Engagement 35
-27
Disengagement

20. How much do we know about what actually motivates our employees?
Achievement by self and department
Advancement and promotion
Company policy and administration
Job – possibility of it gaining new challenges
Job – interest in the work itself
Company management
Personal relationships – with colleagues
Personal life (factors outside work)
Recognition for good work
Responsibility
Salary
Security
Status
Good physical working conditions
Company Mission/Vision
1 to 15
1 being the factor that motivates you the most
15 being the factor that motivates you the least

21. …and then support your journey with feedback
to create real engagement, managers must connect the future you with a purpose
…and then support your journey with feedback

22. lessons from the saddle
Bandura’s Reseach
In the early 1980s, Albert Bandura and Daniel Cervone conducted a series of experiments, measuring the performance of eighty cyclists (split them into four, equally balanced groups).  
Group A - were set goals for performance improvement
lessons from the saddle
(Bandura’s Research)
Group B - were given no goals, but feedback on their performance 
Group C - got both performance goals and feedback
Group D - were a control group and got neither goals nor feedback  A B C D

23. A B C D Bandura’s Reseach
At the end of a training period, they found that the 20 cyclists who received both clear performance goals and feedback had improved their performance to a higher degree (by a factor of more than 2). A B C D

24. This is NOT coaching!
“You would be out of your depth in a car park puddle”
“A village somewhere is being deprived of an idiot”
“Your people would follow you anywhere, but only out of a sense of morbid curiosity”
“You have reached rock-bottom and have started to dig”
“You have delusions of adequacy”
“You brighten up the room …… by leaving it”
“You are capable of working independently …… when cornered like a rat in a trap”
“You set low standards which you consistently fail to achieve”
“I would recommend you to work in any other department”
“Your newly improved attendance record has revealed an inability to perform”

25. This is Coaching – reconnecting the future you!
Design
The Why
The Purpose Motive
Creates Buy-In
Facilitate
The Strategy
The What
Creates Structure
Implement
The Minimum Standards
The How
Creates Ownership

26.
Thank you!