Thank Goodness it’s Monday ! A session on motivating people Tuesday 26 th March Hubei Delegation Fiona Narburgh

1. Thank Goodness it’s Monday! A session on motivating people Tuesday 26th March Hubei Delegation Fiona Narburgh Head of Strategy & Communications for Wychavon 3fconsulting and film maker

2. Why bother? The business case for engagement What to do – ideas on leadership, communications and performance Using a mix of film, exercises and power point First a bit about my council… Today I’ll cover …

11. 2007 LGC Council of the Year 2008 Times Best Council to Work For; 11th best satisfaction with council, 9th best for Value for money in UK Place Survey 2009 Top rating for VFM; 8th lowest council tax in Country 2010 Customer Service Excellence and IIP Gold & Champion status 2011 Up 10pts on Value for Money satisfaction in Local Place Survey, yet more loo of the year awards! 2012 Halifax Quality of Life Survey – second top rural district Not a middle England mediocre council…

12. The bad times … Where we were• Performance was average• We didn’t like challenge • Staff weren’t proud to work here• Customer service was patchy• Departments did their own thing So what makes the difference?

13. “… our strong performance is all down to the engagement of our people; we simply couldn’t deliver the great deal residents expect from us without the motivated team we now have.” Jack Hegarty, Managing Director

14. The Building Blocks of Employee Engagement Is satisfied with their job (Job Satisfaction) Feels that the organisation gets the best out of them (Optimising Performance) An Engaged Employee Feels valued by the organisation(Feeling Valued) Speaks highly of the organisation as an employer(Advocacy) Is motivated at work(Motivation)

15. Engaging for Success, MacLeod and Clarke The case for Engagement 1 • Gallup; engagement predicts sickness 2.7 days/yr engaged, 6.2 days/yr disengaged. • Towers Perrin; 75% of engaged staff believe they can impact costs, quality and customer service. Only 25% of disengaged believe they can. • PricewaterhouseCoopers; strong correlation between highly engaged staff and client satisfaction. • Chartered Management Institute; significant association with between engagement and innovation.

16. The case for Engagement 2 Engaging for Success, MacLeod and Clarke • Corporate Leadership Council; engaged employees less likely to leave. Engaged organisations grew profits 3 times faster than competitors. • Institute of Employment Studies; established link between employee satisfaction, customer satisfaction and increases in sales • Hay Group; engaged employees generate 43% more revenue than disengaged ones • Best Companies to Work for; companies increased their profits by 315%, councils have highest satisfaction rates

17. An example of active disengagement (MacLeod and Clarke)

18. Welcome to our world …

21. So what helps keep your staff motivated through these tough times? What works …on leadership, communications and performance….

22. Supporting and coaching works better than telling and directing Being really clear on priorities is essential Tracking staff opinion is essential – then act on findings Massive role of line managers in engagement Give people more freedom - they will take more responsibility A motivating strategy with clear expectations and values 1. Leadership and management matters…

23. What motivates you?…

24. Do you enjoy your job? Are you proud to work for Wychavon?

26. “Clear goals, well communicated and shared… and a genuine sense of passion for their authority and their area… …In the next few years our passion and enthusiasm will distinguish the successful from the losers” Ben Page, CE, Ipsos Mori What makes some councils better then others?

29. Talks openly and honestly Shares important information Expresses appreciation Supports and cares Listens more than they talk Helps fulfil potential Motivates us to give our best Is a great role model Source - Times Best Companies to Work For 2012 Research shows that a good manager…

30. Inspiring 55% Strategic thinker 41% Forward looking 36% Honest 26% Fair minded 23% Courageous 21% Supportive 20% Knowledgeable 19% What managers want from their leaders – and what they get (Work Foundation) 11% 31% 31% 21% 25% 8% 21% 39%

32. Share information openly with managers and staff Explain decisions and the reasons behind them We encourage people not to wait to be told – Actively ask for ideas to improve, save money etc Created the Staff Sounding Board – 2 way feedback Creative approaches help people take notice…here’s some staff briefings using films for inspiration… 2. Communication and involvement matters

43. Clarity of targets through appraisals with performance ranked Appraisals with feedback on managers – 3 things do well/ could do better Everyone can seem busy – not always on the right things, help people cut out the nonsense Well being package like MOTs and Gym membership Help people manage their time and life well Charity and community increasingly important 3. Performance and wellbeing matters

44. Better not busier (our approach to lean/ transformation)

46. Leadership – a clear plan of priorities that’s understood across the organisation, an open style that seeks feedback, credible, honest, – “there is no secret plan” ‘’in this together” Communications/ involvement – open, upbeat, honest, suggestions welcomed, lots of ways to contribute, nothing that can’t be raised Performance/ wellbeing – , help people manage their priorities, clear expectations for all, performance conversations, wellbeing/ health initiatives help, encouraging responsibility In summary what helps is…

47. Fiona Narburgh Head of Strategy and Communications fiona.narburgh@wychavon.gov.uk Questions for me? …