1. Driving Performance through Engagement (or how to maximise results for very little cost!)

2. Ranked first in the 2011 Sunday Times Top 100 Places To Work In The Public & Charity Sectors Best Companies highest rating of 3 stars x 3 Best Management Team and Best Employer at Dorset Business Awards Best Employer in UK at Third Sector Awards CEO of the Year at Wessex Charity Awards Government report on Leadership

3. Engagement: why bother? Retention

4. Engagement: why bother? Efficiency Retention

5. Engagement: why bother? Income Retention Income Efficiency

6. Retention Efficiency Income Engagement Engagement: why bother?

7. Engagement Income Output

8. The biggest timewaster in any organization is choosing the wrong things to do - and then doing them really well!

9. Emotional Intelligence Extra-curricular achievement, particularly in young adulthood, is far more indicative of later success than academic achievement Especially true where the activity required organizing skills Probe into this in interviews

10. Self-aware Sarah Sarah plans her goals and has deeply held values. She knows how her words, tone of voice and actions affect other people. She takes time for reflection. She seeks regular feedback about herself and pays special attention to negative feedback. Sarah knows what she is feeling, why, and what to do about it. She knows when to ask for help. She is open, friendly and honest and has a strong presence in a group. But she has self-deprecating humour, not taking herself too seriously. Motto: ‘I know my strengths and weaknesses.’

11. The best teams have ten common traits: Listen to each other with an open mind Share knowledge with colleagues who can benefit Take decisions based on reasoning not just on rank Express concerns only to those responsible for dealing with them A responsibility culture not a blame culture Base work on the customer Strive for continuous improvement Behave with integrity Positively challenge undermining behaviour No ego Source: www.trustedleader.org

12. Coach your managers day-to-day in managing people and resolving concerns Too fluffy? Too time-consuming? It’s the grievances, the disciplinaries and the longterm stress absences that are really time-consuming.

13. If you really want to know how to run a top-performing organization … Look for anything that is any less than excellent, listen to the reasons why, agree the solutions and then keep checking whether they’ve worked. ‘I was feedback-hungry for anything that could give me that extra margin for success.’ -Olympic gold medallist Adrian Moorhouse, now CEO of Lane 4 Consulting

14. What’s your equivalent? Are the people who will achieve it truly engaged?