Growing your leaders, creating a coaching climate

1. Growing your leaders, creating a coaching climate Building your teams, employee engagement Increase productivity, high performance culture Grow profitability, measure impact Our focus as an organisation is to make a positive difference in the lives of individuals, organisations and ultimately the economy of our country.

2. Have you noticed how some organisations do better by every measure? How they offer great products and services and deliver impressive results? We call these organisations the Outperformers.

3. Definition of HPO A high performing organisation is one that achieves financial results that are better than those of its peer group over a long period of time, by being able to adapt well to a changes and react to these quickly, by managing for the long-term, by setting up an integrated and aligned management structure, by continuously improving its core capabilities, and by truly treating its people as its core assets.

4. Vision 2036 • To be relevant and competitive • The desired future will be characterised by the key imperatives of transformation, implementation , sustainability , flexibility and resilience , innovation, research and national values. • Strong leadership and accountability

5. Top Strategic Challenges Performance management Reward and recognition – motivation of staff Alignment of people practices to the business ambition Influencing Top management and Board • Recruiting and retaining top talent • Employee engagement and productivity • Challenging trading conditions, budgets, accountability/keeping board shareholders happy

6. Culture eats strategy for breakfast – Peter Drucker "It's harder than ever to get the very best people” "We can't get everyone behind our vision!” "We need to reduce the amount we spend and make big savings" "We want to be seen as a great employer” “Individual and Execs competing, sabotaging "We want to be seen as a credible organisation to do business with” "We need to understand what our employees think, and how to be a better business” "Our staff turnover is hurting our bottom line!” “Managers micro-managing!” “How do we attract and retain talent?” “lack of trust at all levels” “Performance not managed effectively” “Silos. Department don’t know or talk to each other” “Staff don’t feel appreciated and recognised” “Duplication of work – resources been wasted" “Employees disengaged!” "We need our front line staff to feel empowered to act” Can you hear yourself in these statements?

7. Engaging for success Peoples reaction to Monday morning and Friday afternoons

8. What is lacking in these organisations • Accountability • Measurements • Committed Leaders – behaviour change

9. “People are our greatest assets will not be a rhetoric statement but a reality within a HPO”.

10. Characteristics of a High Performing Organisation HPO – De Waal • The organisation has a flat structure: there are few hierarchical layers. Eliminate redundant layers, reduce barriers between units. • People of different organisational units can easily cooperate. Foster high levels of collaboration. • Management allows experiments and making mistakes • Organisational members have the freedom to decide and act. • The organisation has adopted a strategy that sets it clearly apart from other organisations. • Processes are continuously improved and aligned. • Leaders are inspirational – setting high levels of achievement • The management of the organisation has been with the company for a long time.

11. Characteristics of a High Performing Organisation HPO – De Waal • A clear vision that excites and challenges. • Everything that matters to the organisation's performance is explicitly reported. • Frequent engagement in a dialogue with employees. • Communication, knowledge exchange and learning. Set-up structures and a knowledge base to collect and translate knowledge and best practices company-wide. • Leadership trusted and is effective • Decisive with regard to non-performers. • Deliberately cultivate and utilise new ideas from everyone in the organisation. • The organisation maintains good and long-term relationships with all stakeholders. • The organisation is aimed at servicing the customers as best as possible. • Leadership are selected for GRIT

12. The Investors in People StandardA framework and structure to achieve High Performance

13. What is Investors in People • Investors in People (IIP) is a business framework for high performance through people. • Basically IIP forms a quality standard for organisations to measure themselves on their people management practices. • It’s a measure of effectiveness • It’s the alignment of people practices

16. Introducing the performance model • Are practices driving performance? • Are your people aligned to your ambition? • How do you know you are improving?

20. Exploring IIP Benchmarking Data against each of the 27 themes

21. Exploring IIP Benchmarking Data against each of the 27 themes Industry and national benchmark comparison

22. Your Assessment report

23. Plaques and Trophies

24. Three Year Supported Accreditation Year 1 Year 2 Year 3

25. Metrics

26. Metrics

27. Client success factors ( ROI) • Establish the objectives of working with Investors in People • Consistency of practice across the organisation • One framework to align all the business units • Shift in culture – more engaged, more agile • Improve efficiency - people performance – aligned to business ambition • Common focus on business objectives • Living company values • Attract & retain talent • Sharing of knowledge & information across group • Assurance – inspires confidence • Investors confidence including shareholder & owners • Stakeholder confidence including customers & suppliers • Employee confidence including current and potential

30. Dr Mariam Sha “The Engaged Workforce: 6 Practical Steps to Creating a Coaching Culture”

31. Thank you We look forward to adding value to your organisation. Contact Dr Mariam Sha Tel: 011 3262314 or 0836353831 www.awakeningexcellence.co.za