1. GOOD DAY AT WORK: CONNECTING WELL BEING & THE BUSINESS AGENDA Ann Francke, CEO of CMI
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2. We believe in great management and leadership
ABOUT ME & CMI:
I believe in the difference great management and leadership makes
Best Practice Standards of Management and Leadership are critical to unlocking growth
CMI : Only Chartered Body aimed at increasing the number and standard of Professional Managers
National Framework of Management & Leadership Skills; Research, Content
90,000 Members; 30,000 Students in 600 Centres; Chartered Manager
CMI
Only chartered professional body in the UK dedicated to promoting the highest standards in management and leadership excellence
More than 90,000 members
We believe in great management and leadership
We believe in standards as best practice :
We are what we repeatedly do
Excellence is a habit not an act
Standards are Habits Of Excellence
CMI champions best practice in management and leadership

3. TOUGH TIMES FOR MANAGERS
Prolonged crisis in economic performance & employee morale
6 out of 10 see have little faith in the Government’s current economic policy.
9 out of 10 organisations have experienced change in the past year
Only 1 in 2 satisfied with their Jobs in 2012
Managers are more stressed, more depressed and more likely to move on
HOW TO FIX????

4. HOW TO FIX? GOOD ,EFFECTIVE MANAGEMENT & LEADERSHIP
Builds Business
Delivers Improved Management Performance &ROI
Attracts and Retains Talent
Boosts Well-Being “
CMI’s definition:
“Talent management is the additional management processes and opportunities that are made available to people in the organisation who are considered to be ‘talent’.”
Something happens to the talented people in an organisation, whether they are being developed and motivated or whether they are being stifled and neglected in terms of development opportunities.
CMI’s Talent Management report

5. THE REVERSE IS ALSO TRUE, ALAS BAD MANAGEMENT:
Creates the Majority of Corporate Failures
Costs UK £19 Billion per year
Has Badly Damaged Trust in Business & Government
Harms Well Being

6. Increase in organisational performance
MLD BUILDS BUSINESS
23%
32%
Increase in organisational performance
People performance

7. MORE PROOF EFFECTIVE INVESTMENT IN MANAGEMENT AND LEADERSHIP
80% effective managers in high performing organisation – twice that of low performing organisations
A small improvement makes a BIG difference to performance:
Equals a 25% boost to workforce or a 65% increase in capital
True for large organisations and true for SME’s- globally!
WELL MANAGED ORGANISATIONS GROW

8. MLD ATTRACTS TALENT, IMPROVES MANAGERS & DELIVERS ROI
80 % of Managers say Funding Management Qualifications boosts ability to attract staff
90% say it improved their performance at work
Ripple effect –79 per cent improved the performance of their team
Return on investment – 79 per cent agree the employer benefits of management and leadership qualifications outweigh the level of time, money and effort invested in obtaining them

9. PROFESSIONALISING MANAGEMENTPAYS BACK
Chartered Manager:
Gives independent recognition of management skills; boosts Confidence & Self Awareness
One of the top three most effective ways to develop abilities
Demonstrates commitment to professional development & helps retain talent
Pays Out: Chartered managers deliver an average of £362K to their organisations!

10. GOOD LEADERSHIP BOOSTS WELL BEING
Positive Leadership Affects Job Satisfaction
Staff Want to Smell A RAT ! Achievement Respect, Autonomy, Trust
Growth Firms Have Positive Management Styles & Effective MLD

11. DEVELOPING MANAGERS & LEADER WORKS- YET SO FEW DO IT!
Only 1 in 5 managers are qualified – 4 in 5 think they should be. Only Chartered Managers out of 3.5 million
Only 34 % deliver management training and 12% offer national qualifications
64% of organisations say they have ‘no need’ to train staff
Less than one in five managers expect MLD budgets to increase over the next six months & 77% of CEOs will CUT Spend!
UK Lags behind many other countries in management training
So why don’t more organisations train staff?
64 per cent cited a lack of need
10 per cent say they have no budget available

12. THE RESULT? 4 OUT OF 5 MANAGERS ‘JUST OK’

13. ATTRACTING AND RETAINING TALENT AN ISSUE
Three in five employers have problems with staff recruitment
More than half have issues retaining management staff
Young managers are more likely than previous generations to move on – 47 per cent would leave their present organisation if they could find another job
More Managers Needed: over 2 million more by 2020!
Four main factors in attracting young managers to new jobs:
Career development
Working environment & values
Lifestyle
Need for change
...however, they are more likely than previous generations to move on if challenges and career development are not met.

14. WELL BEING WELL DOWN VS 5 YEARS AGO
Negative Management Styles More Common
Lower Levels of Trust
Managers Less Positive about Managers and Organisations Ability
Stress, Illness and Depression Higher
Job Satisfaction Lower

15. WHAT CAN WE DO TO CHANGE THIS?
To change this we need:
Right Attitudes
Right Tools
Right Measurements & Expectations

16. RIGHT ATTITUDES Great Managers are Made not Born
Best Practice needs Practice: A Continuing Journey not a One-off
Make the Business Case- Link to Strategy , Business Outcomes & ROI
Ensure Support Up & Down the Line to Put Learning into Practice
Not Just HR Issue. Everyone’s Issue , Especially CEO & CFO

17. USE THE RIGHT TOOLS Create the case (CMI & Other Research)
Online & Blended; Flexible Learning; Bite-Sized and Work -related
Toolkits (e.g. ROI) & Topics (e.g. Change Management)
Qualifications for Organisations and Individuals

18. CHOOSE THE TOOLS THAT WORK

19. RIGHT MEASUREMENTS AND EXPECTATIONS
Measure the Effectiveness of Programs : Track the Progress ( only 12% of CEO’s think Measurement is Right) & Link to Business Outcomes
Articulate the Benefits; Make a Competitive Advantage: Williams Lea
Benchmark: National Qualifications ; WMO Index
Consider Professionalising Management Like CIPD, Engineers and Accountants e.g. Chartered Manager. Avoid the Novice Expert!

20. CMI: WELL MANAGED ORGANISATION INDEX
Quality of Management 65
Corporate culture 45
Internal controls 37
Critical Self Analysis 72
Organisational Agility 53
Disclosure & Transparency 34
Company A | UK

21. IN SUMMARY Times are Tough: Low Growth , Low Morale, Lots of Change
MLD More Important than ever for UK PLC, Individuals & Firms
Builds Business
Improves Manager’s Performance
Attracts & Retains Talent
Boosts Well Being
Yet: Far too Few Firms Practice!
To Change this we Need :
Right Attitudes
Right Tools
Right Measurements & Expectations
CMI Happy To Help