1. A great place to work – engaging with and motivating others

2. A day in the life of……

3. 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

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

5. 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

6. A great place to work – for who?
Baby Boomers
Influences
Post war optimism
Family
“Society”
Values
Hard work
Loyalty
Rewards
Career Motivators
Status
Promotion
Today
Partners/
consultants
Generation X
Influences
Changing world order
Powerful leadership
“Individual”
Values
Confident
Self reliant
Career Motivators
Achievement
Money
Today
Partners
Long serving Directors
Generation Y
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

7. A great place to work – for who?

8. A great place to work – for who?

9. 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 ??

10. A great place to work – for who?
Baby Boomers
Influences
Post war optimism
Family
“Society”
Values
Hard work
Loyalty
Rewards
Career Motivators
Status
Promotion
Today
Partners/
consultants
Generation X
Influences
Changing world order
Powerful leadership
“Individual”
Values
Confident
Self reliant
Career Motivators
Achievement
Money
Today
Partners
Long serving Directors
Generation Y
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

11. 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

12. 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

13. 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

14. 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

15. 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

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