T H E L I N K B E T W E E N E M P L O Y E E E N G A G E M E N T A N D

O U T S TA N D I N G P E R F O R M A N C E

Dave Har r i sonD i rec tor & Co -Founder 10E igh ty

Topics covered

Organisational and people capability buildingUsing business insights to drive change in people management practicesIntelligence gathering of good people management practices internally and externally.

O U R S E S S I O N T O D AY

W H AT D O E M P L O Y E E S W A N T ?

MacLeod Report

T H E B U S I N E S S C A S E

States that increasing employee engagement by 10% puts £1,500 per employee on the bottom line of the business.A comparison between the upper quartile and lower quartile M&S Stores in terms of engagement is 1.29% however this produces a difference of £142 million in sales revenues! M&S stores with improving engagement had on average delivered £62 million more sales to the business every year than those stores with declining engagement.

T H E P E R F O R M A N C E R E V I E W

W H Y P E R F O R M A N C E C O N V E R S AT I O N S A R E

D E M O T I V AT I N GFOCUS ON STRENGTHS

NO

N-D

IREC

TIVE

FOCUS ON WEAKNESSES

DIR

ECTIVE

Demotivating Conversations

Motivating Conversations

T H E V A L U E O F T H E S T R E N G T H S B A S E D A P P R O A C H

Recent evidence shows:

73% improvement in employee engagement when employees are encouraged to play to their strengths (Rath and Conchie, 2008)

Customer retention is 44% higher in companies where people are allowed to do what they do best every day (Harter and Schmidt, 2002)

Positive psychology based interventions help to reduce stress and burnout (Cotter & Fouad, 2013)

73% improvement in overall work performance and results

T H E V A L U E O F T H E S T R E N G T H S B A S E D A P P R O A C H

Profits increase by up to 85% when people are encouraged to optimize their strengths

Customer retention is 44% higher when people get to play to their strengths regularly

79% improvement in confidence in strengths and how they could best contribute at work

66% removal or reduction in limiting weaknesses by capitalising on strengths

P O S I T I V E C O N V E R S AT I O N S B O O S T P E R F O R M A N C E

Corporate Leadership Council

S T R E N G T H S B U I L D I N G S E T S O F F A P O S I T I V E C H A I N R E A C T I O N

* Rath and Conchie, 2008Harter et al, 2002Reichheld and Sasser, 1994

D E F I N I N G A P E R S O N A L I T Y S T R E N G T H

“Underlying qualities that energise us, and we are great at (or have the potential to become great at)”.

S T R E N G T H S P O T T I N G

In Pairs:Think about a time when you were performing at your best, feeling totally energised and absorbed in your work.Then in pairs share your stories with the person next to youThen, capture a quick list of the strengths that were inherent in your story

• Passion• Perseverance • Practice ... lots of it• Positive conditions

W H AT D R I V E S E X C E L L E N C E ?

P O W E R F U L C O N V E R S AT I O N S : 4 K E Y P R I N C I P L E S

1. Maintain a positive mindset2. Spot and stretch strengths3. Set positive expectations 4. Encourage and recognise successes

P R I N C P L E 1 : M A I N TA I N A P O S I T I V E M I N D S E T

P R I N C I P L E 2 : S P O T A N D S T R E T C H S T R E N G T H S

Spotting strengthsEnergy/enjoyment Rapid learningMastery/Excellence Interests outside workPrioritisation

H E L P I N G P E O P L E S T R E T C H T H E M S E LV E S

Setting “stretch” goalsLearning new skillsChallenging projects Training or mentoring othersGetting mentored or coachedJob rotations, short-term assignments, diverse teamsOff-the-job development

P R I N C I P L E 3 : P O W E R O F P O S I T I V E E X P E C T AT I O N S

1. Your expectations

2. Conscious or unconscious

communication of expectations

3. Individual responds to

expectations by adjusting behaviour

4. Individual meets your

expectations

High Trust, Productive Relationshi

p

5 Positive Statemen

ts

1 Negative Statemen

t

: =The Magic Ratio:

Marcial Losada

P R I N C I P L E 4 : E N C O U R A G E A N D R E C O G N I S E S U C C E S S

C O N C L U D I N G R E M A R K S

It’s all about your employeesDon’t waste you time on a negative performance review; focus on StrengthsThe business case for focusing on strengths: high levels of employee engagement = profitability and shareholder valueEngagement comes from managers who care, listen, develop and stretch their people

T H A N K Y O U !

Contact Details - Dave Harrison

Mobile: 07876 024 555Email: dave.harrison@10Eighty.co.uk

Website: www.10eighty.co.uk

LinkedIn: uk.linkedin.com/in/davesharrison/Twitter: @DaveSHarrison