The document discusses why organizations should focus on asking "why" to improve performance. It provides explanations for why focusing on values and behaviors, reward and recognition, purpose and strategic alignment, measures and analytics, and employee engagement can help organizations perform at a higher level. The document encourages readers to reflect on these areas in their own organizations and make sure they are aligned with the organization's purpose and used to motivate and engage employees. It provides additional resources for readers who want to learn more.

1. growthco.uk
WHY ASKING ‘WHY’ SHOULD BE ON EVERY
ORGANISATION’S AGENDA
growthco.uk

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Why does ‘why’ matter?
• UK businesses need to compete and to compete we need to be at our best
• Our people are one of our most important and valuable assets – we need them to
feel engaged and motivated to help us achieve high performance

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• But employee engagement in the UK is particularly low - the Towers Watson
annual survey puts UK workers at around 40% engaged
• And the UK Commission for Employment & Skills also calculated poor people
management costs the UK £86 billion per year (2015)

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• We want to help your organisation be happier, healthier and more sustainable
• By taking a step back and asking ‘why’, you can start unpicking what you do and
where opportunity for high performance lies
• We believe there are some key people management themes you need to
explore to help set your course to high performance

5. WHY...VALUES & BEHAVIOURS?
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Definition: Values are important and lasting beliefs and ideals that are shared by
members of your organisation. They are unique to each organisation and inform the
behaviours expected and demonstrated by your people.

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“Culture eats strategy for breakfast” - Peter Drucker
• Embedded values and behaviours help promote employee engagement.
Organisations with higher engagement levels posted total shareholder returns
22% higher than average (AON) and those with engagement scores in the top
quartile average 18% higher productivity –EFS
• 87% of leader’s cite culture and employee engagement as a top organisational
challenge – something values and behaviours directly feed into - Deloitte Global
Human Capital Trends 2015

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You’ve got the why, but what’s next?
It’s your DNA: Values and behaviours are your organisation’s DNA and how your
people understand and act on them can have a big impact on their engagement and
in turn performance. Do you know what your values are and does everyone else feel
the same way? Start testing your assumptions to check everyone’s on the same
page.
Mirror, Mirror: Take some time to really reflect on your organisation’s purpose –what
are you doing and why? It’ll give you a really strong foundation to explore the values
and behaviours you need everyone to live by to make it happen.

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Walk the walk, talk the talk: Senior leaders play a really important part in how
your company culture is shaped and how your values and behaviours are taken up
to support it. Make sure they’re leading by example.
Live it: Your values and behaviours should run through everything you do – use
them as a guide to support decision-making at every level. They should be second
nature to your people and a real foundation to your culture.

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• Read the book: Reinventing
organisations - Frederic Laloux
• Attend our free taster sessions
• Read our latest Blogs
• Download and share our Values and
Behaviours infographic
• Download our Values & Behaviours
SlideShare
• Follow us @growthcouk for all the
latest news, resources and events
• Find out how we can help your
organisation here
• Watch the video: Simon Sinek– Start
with Why

10. WHY… REWARD AND RECOGNITION?
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Definition: Recognition and reward is a return on an employee's effort, dedication at
work and results. This could be a simple thank you and public recognition, through to
development opportunities, awards, pay and additional benefits.

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Performance: Organisations with the most sophisticated recognition practices are
12 times more likely to have strong business outcomes -Bersin by Deloitte
Keeping hold of talent: Companies with strategic recognition reported a mean
employee turnover rate that is 23.4% lower than retention at companies without any
recognition programme -SHRM/Globoforce Employee Recognition Survey, 2012
Not just for the blue chips: Smaller businesses will benefit most from a focus on
recognising and rewarding performance, with an estimated efficiency gain of 10 per
cent -Impact of investing in people report, 2015

12. YOU’VE GOT THE WHY, BUT WHAT’S NEXT?
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Remember to say thank you! When asked what employers can do to increase
overall happiness, employees said ‘say thank you more’ -Investors in People, Job
Exodus Report 2016
Money doesn’t always talk: Reward and recognition isn’t just about money.
According to the ILM, ensuring employees enjoy their job is the single most effective
way to motivate - even more influential than salary in inspiring staff to work hard.

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Make it relevant: Consider your company purpose and values and what kinds of
recognition and reward would be relevant and motivational to your people. The
more relevant to your culture, the more impact it will have.
Engaging all levels: Your leaders and managers are the frontline in developing a
culture of effective recognition and reward. Ensure they are engaged themselves
and understand the ‘why’ behind what you’re trying to achieve.

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• Look up: The Armstrong Total
Reward Model
• Read the report: Show me the
money – The behavioural science of
reward -CIPD research report
• Attend our free taster sessions
• Download our Recognition &
Reward SlideShare
• Download and share our Recognition
& Reward infographic
• Follow us @growthcouk for all the
latest news, resources and events

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Purpose: Why do we exist? Values: How should we behave?
Vision: Where are we going? Strategy: How are we going to get there?
WHY… PURPOSE, VISION AND STRATEGIC ALIGNMENT?

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• Collins and Porras in “Built to Last” found that outperforming
organisations understand the fundamental reason they were founded
and why they exist – and stay true to it.
• 40% of managers cite failure to align as an obstacle (www.hbr.org) and
68% of employees do not think businesses do enough to instil a sense
of purpose in their work culture – Deloitte
• Companies with both highly aligned cultures and highly aligned
innovation strategies have 30% higher enterprise value growth and
17% higher profit growth than companies with low degrees of alignment
- Global Innovation 1000
Why are we here?

17. YOU’VE GOT THE WHY, BUT WHAT’S NEXT?
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Get Mapping: Look at building an objectives map so you can see how your purpose
and vision translates into your strategy and activities. Think about your goals, critical
success factors and the necessary conditions you need to achieve them. It’ll help
you understand the links and pick up on the opportunities for high performance.
Live it: Your purpose and in turn your values and behaviours should run through and
align with everything you do – use them as a guide to support decision-making at
every level to make the most of opportunities.

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• Look up: Simon Sinek and his golden
circle theory
• Read the book: The Advantage -
Patrick Lencioni
• Attend our free taster sessions
• Download and share our Purpose,
Vision and Strategic Alignment
infographic
• Follow us @growthcouk for all the
latest news, resources and events

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Measurement in an organisation is simply the process of recording units. It could
be anything – from money, to time, to sales.
Analytics is the discovery and communications of meaningful patterns of data. With
the wealth of data we now have, it’s about how we use it effectively.
WHY… MEASURES AND ANALYTICS?

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Companies that use analytics best are…
• 2x more likely to have top quartile financial performance
• 2x more likely to use data very frequently when making decisions
• 3x more likely to execute decisions as intended
• 5x more likely to make decisions “much faster than competition” - hrboss.com
Missed opportunities?
• 83% of business leaders don’t believe talent analytics are focused on the
right issues
• 85% of HR leaders have not used information gleaned from data analytics to
change a business decision in the past year
• 95% of senior HR leaders plan to increase investments in HR data and
analytics in the next two years - CEB Research 2013

21. YOU’VE GOT THE WHY, BUT WHAT’S NEXT?
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Avoid misery! Make sure you are measuring the appropriate metrics for your
organisation and that they’re used to engage and motivate. Inappropriate measures
can cause disengagement and job misery, which is counter-productive.
Create Alignment: Make sure what you measure and analyse focuses on what is
vitally important at every level of your organisation. Think about your purpose, values
and behaviours and how you can test and monitor their impact through your
measures

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Don’t lag behind: Your measures can either be lagging or leading in nature. Try
framing your measures on being leading – this will help you to focus on the activities
that are most connected to achieving your objectives.
Create a learning culture: Use your results as an opportunity to learn and innovate,
involving your people and making improvements with accountability.

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• Look up: Lagging and leading
indicators
• Read the book: Immunity to Change
by Kegan/Laskow Lahey to help
coach individuals to look at things
differently
• Download and share our Measures
and Analytics infographic
• Follow us @growthcouk for all the
latest news, resources and events
• Attend one of our free taster
sessions

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Definition: Employee engagement is the quality of the relationship between an
organisation and its employees. An "engaged employee" is one who is fully absorbed
by and enthusiastic about their work and so takes positive action to further the
organisation's reputation and interests.
WHY… EMPLOYEE ENGAGEMENT?

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Competitive Advantage: 94% of the world’s most admired companies believe
their efforts to engage employees creates competitive advantage – Hay
ROI: Organisations with higher engagement levels posted total shareholder
returns 22% higher than average - AON
Productivity: Engagement scores in the top quartile, averaged 18% higher
productivity - EFS
Economics: The Department for Business Innovation & Skills calculates that
disengaged employees cost the UK economy as much as £64 billion every
year - CMI

26. YOU’VE GOT THE WHY, BUT WHAT’S NEXT?
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Challenge your thinking: Take the opportunity to really look at your engagement
levels and what you do to support them. Be honest. Are they working? Are they
working for everyone? Do they make sense for your organisation and what you are
trying to achieve?
Walk the walk, talk the talk: Senior leaders play a really important part in how your
company culture is shaped and in turn how engaged your people feel. They should
be walking and talking your values and behaviours.

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Support your managers: Develop your managers and recognise their positive
behaviours. They’re crucial to engagement levels and as they say “employees
join great companies, but quit bad bosses”.
Communicate, communicate, communicate: But make sure everything you
do is consistent, transparent and in line with your purpose and values.
Otherwise you risk lack of buy-in and trust which is counter-productive.
Keep in touch: You can’t support improved engagement if you don’t know
how people are feeling. Build feedback into your culture with different ways for
your employees to let you know how they’re doing and visa versa.

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• Visit www.engageforsuccess.org
• Read the book: First Break All the
Rules from Gallop
• Attend our one of our free taster
sessions
• Download our Employee Engagement
SlideShare
• Download and share our Employee
Engagement infographic
• Follow us @growthcouk for all the latest
news, resources and events

29. * Calls will charged at your standard network rate
FURTHER SUPPORT FROM US
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Are you asking ‘why’ yet?
• We want to help your organisation be happier, healthier and more sustainable. If you’d
like to talk to us about your journey to high performance, please get in touch or find out
more about our Ambition Programme here
• To find out more about The Growth Company and what we’re all about, visit
www.organisationalimprovement.growthco.uk, call us on 0161 237 4200* or email
orgimprove@growthco.uk