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How secure is the
future of your
organization in
these rapidly
changing times?
Top threats facing business
managers today – get your
people engaged or face the
costly consequences

2
© 2005 The ProPer Way
Areas Covered
• The world is changing at an exponential rate
• As a result, business is also changing & facing serious threats
• One of the biggest changes for business is the new workforce – people do not
want the same things from their jobs & careers as they once did
• Employee engagement is seen as one of the most important concepts for
business today – how committed are employees to their jobs and the companies
they work for?
• Keeping people happy will bring about more organizational productivity and
profit than nearly any other business issue
• Business managers and HR departments must act proactively to come up with
programs and strategies to engage employees and customers
• The old management methods are no longer effective & business needs to learn
how to use coaching as a management style for the future
• Bringing in performance coaches can help organizations to help themselves, by
devising peak performance plans for both individual employees and business
managers alike

3
Explosive change
at a breath-taking pace
• We’re entering an age of acceleration. Because of the
explosive power of exponential growth, the 21st
century will progress & change like never before
thought possible
• Legal, scientific, technological, cultural and social
innovation are taking place at a breath-taking pace
• The accelerating rate of change makes it difficult to
stay innovative, especially because processes that
worked in the past are becoming less and less
effective
• Business will need to integrate new technologies and
develop new strategies & structures for a changing
workforce in order to survive the information
economy
Source: Understanding the Accelerating Rate of Change,
Kurzweil, Ray, 2005 (KurzweilAI.net)

4
Future shock –
worried & fearful
• Rapid change has some negative effects, one
of the most common being “future shock” -
anxiety and insecurity
• Many people fear job losses, spurred on by
cases of business corruption, abuse of power
or professional misconduct
• People fear they might not have the kind of
life or retirement they had hoped for
• Jobs that once motivated people are no
longer enough – people want more out of life
and more out of their jobs
Source: Alvin Toffler (1970)

5
Business is being challenged
at every turn
• No where is the change more dramatic than in business
• The information economy set in motion forces that
challenge the design of many organizations and
institutions
• Quicker & more accurate dissemination of information
to the lowest levels disrupts and erodes traditional
hierarchies around which institutions are normally
designed
• This calls for flexibility, challenging traditional
command & control frameworks by eroding middle tier
management control
• It diffuses and redistributes power & responsibility
• Knowledge management becomes a critical success
factor

6
Challenges facing all businesses today
• Obtaining new customers & retaining the old
ones
• Working too many hours
• 80% of time spent re-actively
• Hiring people
• Finding great salespeople
• BTB: how to get to top decision makers
• BTC: how to get to the best buyers
• Finding competitive advantage
• Working on the business instead of in the
business
Source: Chet Holmes, 2004; Department of Business
Statistics, US Bureau of Economics, 2005

7
Professional/Organizational
Challenges
• Workload, deadlines – inability to reach goals
• Insufficient time and resources
• Financial survival
• Low trust
• Disempowerment
• Change and uncertainty
• Staying current with technology
• Confusion – lack of shared vision and values
• Job satisfaction – don’t enjoy work
• Lack of integrity in boss/top management
Source: Stephen Covey, 2004

8
It’s a difficult road
• Only 13% of companies generate sustained
profitable growth for a ten-year period
• Only 9% of companies managed to outperform
the equity market averages for a decade or
more
• Only 16% of companies managed to remain in
existence over a thirty-year period
• Only 5% of the Fortune 50 successfully
sustained their growth
Source: U.S. Department of Economic Analysis,
2005; EconSTATS 2005

9
Will your company be successful?
• The new economy has serious consequences for
companies
• The success or failure of businesses will be
decided to a larger extent by their ability to
encourage, adapt to and benefit from the new
conditions
• A clear focus on threats & opportunities
inherent in the new situation will be required
by executives and managers at all levels
• This will call for bold approaches in business,
including new diagnostic systems and new
metrics to support success and protect against
unnecessary failures

10
New sciences & technologies
• The new economy is a high-tech
economy
• Biotechnology, nano-physics, new
energy, new materials,
composites, new thinking (such as
chaos theories) and new priorities
of time are just a few examples of
science & technology forces that
impact society at large, broad
segments of the economy and
ultimately, individual companies

11
New concepts of time
• New concepts of time have influenced thinking
and practice since Einstein
• In the new economy, the time factor has been
eliminated from many processes, undertaken in
“real time”
• Time is often a more critical resource than
capital, resulting in management approaches like
time to market and the need to stay ahead of
competition
• For companies, being a step ahead of competition
is more important than it ever was

12
Cross-national awareness
• The new economy builds a previously
unknown combination of advances in
transportation & communications, which
in some cases, has all but eliminated
distance as a decision factor
• The globalization of our economy has
created a borderless world
• Today, more and more businesses and
people are working in a WWW
environment (world without walls)

13
Innovation
• With competition at an all-time high due to
globalization & technological advancements,
companies will need to be increasingly innovative
• With the pace of innovation heating up, any
enterprise that fails to replace 10% of its revenue
stream annually is likely to be out of business
within five years
• Innovation is one of the most important
contributors to growth
• Innovation depends on creative individuals who
dream up new ideas and turn them into reality
Source: The Economist, 2004

14
A new base for wealth creation
• In the new economy, economic growth is fuelled
primarily by “minds in interaction”, not as it
traditionally was by physical resources or capital
• Unlike physical assets, the human mind is not a
fixed, limited resource – it has the potential for
unlimited growth, provided the mind-based
resources are supported and developed through
education and free exchange
• This affects many old political and business
priorities and practices

15
Multiculturalism
• The new economy favors variety,
diversity, and multiculturalism since
interaction between different minds is a
stronger force in generating new solutions
than interaction between identical or
similar minds
• Cultural relevance is a key success factor
in a global business
• Diversity, linked to the concept of “minds
in interaction”, is a distinctive potential
source of wealth creation and productivity
enhancement for businesses all over the
world

16
The war for talent
• Key employees are a major cost and value
building factor in most companies in the 21st
century
• In both service & product companies, key
employees are an increasingly immediate
source of sales, revenues & earnings
• A company’s ability to attract, keep and
develop good employees is a distinct success
factor
• Key employees add to productivity and
innovation like no other segment within the
organization
Source: Michaels, Ed. The War for Talent, McKinsey
& Company, 2001

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Without them, productivity &
innovation are impossible
• The competence and professional skills of
employees, their enthusiasm, motivation
& loyalty, the spirit with which they
interact between themselves, and with
clients & customers, their willingness to
endorse and work by corporate mission
and standards, the empowerment they
get from management, the corporate
culture – are all crucial to productivity,
innovation and other company growth
and earning factors

18
A new workforce
• The workforce has changed along with the changes in the
new economy
• Employees want more time to spend with their families
and for hobbies, sports & cultural events
• Employees want to commute less, although they will re-
locate almost anywhere in the world for the right job
• Employees want more respect and recognition. They are
often as educated as their supervisors, and they want the
respect and challenges that go with it and recognition for
their suggestions & ideas
• Employees want more than a great salary. They are
interested in having a more fulfilled life, less stress, and
more decision-making authority within their jobs

19
Human Resources
is a critical factor
• The new century is taking up where the old one
left off – with the struggle to recruit and retain a
trained, satisfied workforce
• Recruiting will continue as a key issue
• The search for people with the proper experience
is making HR a primary, critical factor in a
company’s competitive position
• HR must use best practices to create an
environment that attracts people and makes
them want to stay – tailoring to softer benefits
(instead of stock programs, employees want later
start times, so they can see their children off to
school, for example)
Source: Challenger, John. Interview with John Challenger with
Challenger, Gray & Christmas, Human Resources Management
News, 2004

20
You are going to lose –
(your employees)
• Workers seek new employment when the
economy improves or when they are not getting
the most out of their jobs and careers
• When the workforce shifts, it bogs down
productivity, as companies, in essence, trade key
players
• Additional time will be necessary and additional
expenses will be required to bring new
individuals onboard, train them and get them up
to effective operating speed – all just to maintain
the status-quo

21
The potential for turnover in smaller
businesses
• While the challenges are shared by
both large and small businesses,
the impact on small businesses is
much more significant because
they have less money & limited
resources
• Further, HR professionals in
smaller organizations are
underestimating the potential for
turnover in their companies

22
Finding the right balance
• HR’s job will be to put together programs that
help employees find the right balance between
home & work
• This is especially important for baby boomers,
who are turning their attention away from their
children and towards their elderly parents
• Increased use of telecommuting can help
maintain a proper balance – allowing employees
to work at home and avoid lengthy commutes
• However, telecommuting also creates its own
potential problems – how do you create
teamwork, morale, synergy and a connection
amongst employees in isolation?

23
Communication – you’ve got to
start a dialogue!
• Communication plays a signification role in whether
employees understand and like their jobs
• Good communication is a cornerstone to harnessing
and improving commitment and motivation
• Business leaders need to be talking to their top
talent now
• Identify critical staff and begin to think about
succession & development plans for key individuals
• Be active in determining their career needs & goals
• Encourage feedback and involvement in the
direction of the business to create a shared
ownership of outcomes

24
The importance of communication
from managers
• The importance of communication from
managers is especially important when
comparing it against communication from the
broader organization
• Highlighted in a survey conducted by Mercer
Human Resource Consulting in Australia in
2003, it was clear that many employees
considered looking for a new job within the
next 12 months where senior management did
not do a good job of presenting a clear vision
of the future direction of the organization, did
not set clear priorities and did not establish
clear objectives
Source: Sussman, Marsha. Communication: the key to retaining your
workforce, citing from the Mercer Human Resource Consulting High
Impact People Strategies survey completed in 2003. March 2, 2005

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How to keep good people -
commitment
• Business needs commitment from its good
employees
• It is the common theme that enables companies
to realize the potential of people
• There are 2 major reasons why commitment is
so important:
1) because it is becoming so hard to replace
key people,
2) commitment is perceived as a business
necessity
Source: O’Malley, Michael. Creating Commitment: How
to attract and retain talented employees by building
relationships that last. 2004

26
What motivates employees today?
• There is a connection between commitment
and employee motivation
• For motivation to exist, an employee must
be committed, have the requisite abilities to
act, and understand what must be done
• Employees with high levels of motivation are
150% more productive than those with
medium levels of motivation & 244% more
productive than those with low motivation
• Commitment is one factor that senior
management has the best ability to influence
• Employee motivation is also a significant
indicator of customer satisfaction
Source: Cox & Rock, 2004

27
What are the sources of
motivation?
• A recent survey asked employees what factors
influenced their commitment and motivation
• The results are:
1. Being treated with respect 85%
2. Work/life balance 79%
3. Providing good service to
others 74%
4. Quality of work colleagues 74%
5. Type of work 73%
6. Flexible working arrangements 70%
7. Base pay 65%
8. Variable pay 34%
Source: Mercer Human Resource Consulting High
Impact People Strategies; What’s Working Survey, 2004

28
Employee engagement – it’s vital to
your organization
• Employee well-being is a broad
category that encompasses a number
of workplace factors
• Employee engagement is a
combination of cognitive and
emotional variables in the workplace
that generate a higher frequency of
job satisfaction, commitment, joy,
fulfillment, interest & caring
• Employee engagement has a positive
affect on the efficient application of
work, employee retention, creativity
and ultimately, business outcomes
Source: The Gallup Organization, 1999

29
The elements of
employee engagement
• If the employee is “engaged” at work (has a sense
of well-being), he or she is far more likely to do a
good job
• The elements of employee engagement include:
1) the employees know what is expected of them and
know what materials are being provided
2) the employees feel they are contributing to the
organization
3) the employees must feel that their opinions are
important and are being heard
4) the employees have the opportunity to discuss their
progress
Source: Gallup Management Journal, 3/12/05

30
The Gallup Organization: a feedback
system for the analysis of
employee engagement
• The Gallup organization coined the term
“employee engagement” after conducting
thousands of surveys and performing
research on the reasons people like or
dislike their jobs
• Workers are “engaged” if they like their
jobs, receive recognition & praise and
feel important
• Currently, Gallup states that 55% of all
employees are unengaged, 19% are
actively disengaged and only 26% are
engaged
Source: EntecCorp, Employee Satisfaction, 12/30/04

31
Are your employees bored or
stressed out?
• Two lines of research characterize the study of
the effects of organizational environment on
workers’ quality of life and performance
• The first line originates with the study of stress
and health and is best represented by the theory
of person-environment fit
• Proponents of the stress perspective argue that
worker performance and quality of life are
hindered by strain (too much challenge) or
boredom (too little challenge)
• From the stress perspective, a healthy work force
means the absence of strain or boredom
Source: Harter, JK. (2002) Well-being in the workplace
and its relationship to business outcomes: A review of the
Gallup studies

32
Do your employees have a sense of
well-being?
• A second line of research on worker quality of
life and performance originates with the
behavioral, cognitive and health benefits of
positive feelings and positive perceptions
• A healthy work force means the presence of
positive feelings in the worker that make them
happier and more productive
• The presence of positive workplace feelings
are associated with higher customer loyalty,
higher profitability, higher productivity, and
lower rates of turnover
Source: Harter, JK. (2002) Well-being in the workplace
and its relationship to business outcomes: A review of the
Gallup studies

33
Depression is depressing!
• 6.6% of Americans experienced an episode of major
depression in the past year and 16.2% will become
depressed sometime in their lifetime
• Depression results in more days in bed than many other
ailments (such as ulcers, diabetes, high blood pressure and
arthritis) according to a recent large-scale study published
by the Rand Corporation
• In an article (2003. JAMA), by Stewart et al., the labor
costs, per depression, were calculated and defined as Lost
Productive Work Time (LPT). The total figure was
determined to be $44 billion per year
• The average lost time, per week, was estimated at 5.6
hours
• On average, an employee suffering from depression costs
the company $3,000 per year
Source: Oregon Business, 7/2000; The Journal of the
American Medical Association, June 18, 2003; Depression,
7/1/2005 South Mountain Community College Dept of Health

34
Companies need to figure out how to
create value for their people – OR
LOSE THEM!
• Take care of the talent that are critical to your
organization and beware that they may be at
risk of looking for greener fields
• Invest in helping managers improve their
relationships with their teams
• Be visible, talk and listen to your people
• Measure your HR programs and provide your
employees with work-life initiatives (programs
that help them figure out how to make the
most of the little time they have balancing
work and life)

35
Organizations are running at less
than 30% of their human potential!
• Only 20% of employees get the
chance to do what they do best
at work every day
• The key to highest individual
performance lies in the
unbeatable combination of
experience, training and talent
• One of every ten managers (and
only one in every two employees)
unleashes human potential
intuitively
Source: Gallup Organization, 2004

36
Costs of active disengagement
• Loss in productivity cost: $ 3,400 for every
$10,000 in salary (e.g. $50,000 salary
equals $ 17,000 lost productivity)
• 19% of the employees are actively
disengaged
• Savings generated through a zero-
disengagement policy are more substantial
than all other cost reduction efforts
combined
• Costs to U.S. Economy: $254 - $363 billion
annually

37
ROI of employee engagement: Get on
the Gallup Path
• Take a look at the “Gallup Path” – by
tackling each of these business concerns,
sustainable growth & profitability are
possible
• The results include:
1) 56% higher success rate on customer
metrics (loyalty)
2) 44% higher success rate on employee
retention
3) 50% higher success rate on
productivity
4) 33% higher success rate on
profitability
5) 50% higher success rate on safety
Source: The Gallup Organization, 2004;
www.workforce.com 12 Questions To Measure Employee
Engagement, 2005

38
A link between employee retention &
customer retention
• A 2000 study in 6 different industries found a
“significant” link between employee retention
and the retention of customers
• 60% of the 3,000 customers interviewed were
dissatisfied with the service they received
• Twice as many blamed personnel over product
or price
• Many felt turnover was a “crucial” factor and
said that lack of employee continuity and
training are impeding their ability to get high-
quality service
• Only 20% thought that their service-provider
would be a good company to work for
Source: Roper Starch Worldwide & Unifi Network, a
division of Pricewaterhouse Coopers, 2000

39
Your customers might take their
business elsewhere
• As consumers, we all experience the
annoyance of dealing with new employees
and if we get aggravated, we take our
business elsewhere
• To calculate the average value of
customers: Divide total annual sales by the
average # of active customers or clients
• Turnover in key personnel can negatively
impact customer retention
• In some industries, it takes a new sales
person 2 to 3 years to reach the same level
of sales as the worker’s predecessor
Source: Reichheld, Frederick. “The Loyalty Effect”,
Cambridge. 1996

40
Shareholder reaction
• There are so many problems related to
employee disengagement, poor shareholder
reaction can’t help but follow
• When companies have motivated and
committed people, shareholder value is
enhanced
• The Watson Wyatt Worldwide Work USA 2000
Survey found that companies with highly
committed employees had a 112% return to
shareholders over 3 years, compared with a
75% return for companies with low employee
commitment
Source: Arthur, M.M. (2003). Work-family initiatives
and share price reaction: An institutional perspective.
Academy of Management Journal, 46, 497-505

41
Employee engagement significantly
impacts the ability to achieve
profitable growth
• All problems relating to engagement are directly
associated with talent that is either underutilized
or ignored
• Underutilized talent creates stress
• Talent drives performance
• People utilize a very small part of their potential
• Disengagement is expensive
• Engagement is profitable
• Engaged employees are your most productive
people
• Engaged customers always come back for more
Source: Harter, James. Well-being In The Workplace and Its
Relationship to Business Outcomes, A Review of the Gallup Studies.
2003

42
Summing it up
• In summary, it is clear that business is being challenged by change
• One of the biggest challenges is the changing workforce – employees want
more out of their careers, are demanding more work-life balance, and the
employees’ attitudes have a huge financial affect on the productivity and
profitability of the companies they work for
• Active disengagement is costly to the organization. Disengagement causes
employees to leave their jobs, do less quality work, become ill and depressed
- - all of which cost organizations billions of dollars in hard and soft costs
yearly
• In addition, the “engagement” of the employee influences the “engagement”
of the customer, accounting for competitive advantage in a highly
competitive global economy. Here again, the organization has the potential
of losing significant profit if it loses its customers

43
What should management do?
• To achieve real productivity and profit,
management needs to adopt methods of
connecting the personal development of its
employees with the organizational growth of
the company
• This “connection” is possible when employees
are truly engaged
• This level of engagement comes about when:
1) employees have a strong emotional
connection with their colleagues, their
company & their clients
2) employees are allowed to self manage

44
A strong emotional connection brings
about balanced development
• Business will achieve positive, sustainable
changes if it connects personal and
organizational development
• Managers and employees are allowed to fulfill
their own needs in a way that also supports the
needs of the organization
• Improved financial results and
customer/employee satisfaction will occur as
managers and employees become proud of and
enjoy their work, are proactive, take initiatives
and perceive changes as a standard way of
doing business
Source: M. Keyes, Flourishing: The Positive Person and The Good
Life. 2003

45
Old management techniques won’t
work
• The traditional management role – command &
control – is obsolete
• Today, employees have systems
(communications, IT) at their disposal and
they can manage these systems themselves
• Management needs to be available as a
“helper,” to provide guidance, not to control
employees by barking out commands that
must be followed
• Coaching should be the new management
technique
Source: Corporate Therapy. The Economist, 11/13/2003

46
Trends in Management
• In the last few years,
there has been a
sharp increase in the
search for effective
management tools to
increase the
performance of
organizations
• This chart shows
which tools are
considered the most
important by
executives from 960
international
companies
Executives Tool Kit
0% 20% 40% 60% 80%
100
%
Strategic Planning
Coaching
Customer Relationship Management
Benchmarking
Outsourcing
Customer Segmentation
Mission & Vision Statements
Core competencies
Strategic Alliances
Tools
% usage, 2004
Source: Bain & Company, 2004; AMR Research, 2004; The Cart
pulling the horse?, The Economist, April 9, 2005

47
Management Tools & Business
Outcomes
• Strategic planning and coaching scored
highest as tools management sees as
important for the future
• However, most businesses need help in
these areas
• What is strategic planning and how do we
implement it?
• How does coaching work and what aspects of
coaching are maintainable on an ongoing
basis?

48
Strategic planning:
how will it help you?
• Develop policies & strategies that will help answer the following
questions:
1. As an employer, how can I meet my staff’s needs to balance
their work & personal lives? Are there good models to follow?
What will it cost?
2. As an employer, how can I respond to the increasing diversity
in the workforce? How will migration affect the workplace of
the future?
3. Will technology put people out of work? How can we prevent
this?
4. How does the changing demographic affect our workforce as
more & more people head towards retirement? Are they
prepared and how can we help them?
6. Can our in-house HR department deal with all these problems
or do we need to retain an independent company to help us
help ourselves?

49
Coaching – what is it?
• Executive and business coaching is a
process that allows the coach and client
to directly focus on effectiveness,
performance and satisfaction all at the
same time
• Coaching helps individuals gain clarity,
remove self-imposed restrictions, and
develop a plan for action
• Coaching is a formal system that quickly
and effectively brings about positive
change – and sustains it!

50
Top reasons coaching works
Coaching:
1) Sharpens the leadership skills of high-potential
individuals by 77% !!
2) Corrects management behavior problems such as
poor communication skills, failure to develop
subordinates, or indecisiveness
3) Ensures the success, or decreases the failure rate,
of newly promoted managers
4) Corrects employee relations problems such as poor
interpersonal skills, disorganization, demeaning or
arrogant behavior
5) Provides the required management and leadership
skills to technically oriented employees
Source: Adams, Clive. The Top 10 Most Important Things A
Coach Can Do To Help A Client. Coaching Tools & Skills
11/18/96

51
Coaching – proven ROI
• With competitive pressures increasing, companies see coaching as a high ROI
way to help valued employees develop swiftly in the changing business
environment
• A recent survey conducted in the UK revealed the following views on the
benefits of coaching:
• 99% agree coaching can deliver
tangible benefits to both individuals
& organizations
• 96% agree coaching is an effective
way to promote learning in
organizations
• 93% agree coaching and mentoring
are key mechanisms for transferring
learning from training courses back
to the workplace
• 92% agree when coaching is
managed effectively, it can have a
positive impact on an organization’s
bottom line
Source: The Chartered Institute of Personnel & Development,
United Kingdom, 2005

52
What objectives are organizations
trying to accomplish with coaching?
• 78% improving individual performance
• 30% dealing with underperformance
• 28% improving productivity
• 27% career planning/personal development
• 26% growing future senior staff
• 24% fostering a culture of learning and
development
• 21% motivating staff
Source: The Chartered Institute of Personnel &
Development, United Kingdom, 2005

53
Bosses are hard-wired to solve problems,
but inspiring others to fully engage
requires different competencies
• To become more effective, managers need
additional coaching and mentoring. It's what
brings out their executive and leadership
qualities before (and then after) they get
promoted into the executive ranks. It sharpens
their leadership potential
• But many managers are basically professional
problem-solvers. So many (most?) of their bosses
simply enroll them in the latest "How to Be a
Better Manager" seminar and hope for the best…
hardly ideal because no one is really coaching
management

54
Why coaching and mentoring is ideal
for managers and management
personnel
• “People are our greatest assets.” You've heard
this before. You may even say it. But how many
of your executives continue to complain that
their managers’ management, communications,
and leadership skills are not effective enough?
• Simply putting something into a performance
appraisal or performance evaluation isn't an
example of the boss handling things all that
effectively. And your business strategy is much
too important to just let that go
• Isn't it time that you considered outsourced
coaching and mentoring by a performance coach?
Isn't it time you meaningfully addressed these
secrets of success - or failure?

55
What the press is saying about
coaching
• “In a recent study, training alone improved leadership skills by 22%. When
combined with Executive Coaching, improvement jumps to 77%." Fortune
Magazine, 2004
• “The goal of coaching is the goal of good management— to make the most of
an organization’s valuable resources.” The Harvard Business Review, 2005
• “Coaching is an action-oriented partnership that, unlike psychotherapy,
which delves into patterns of the past, concentrates on where you are today
and how to reach your goals.” Time Magazine, 2004
• A coach is part advisor, part sounding board, part cheerleader, part manager,
and part strategist … The coach prods the client to keep to the action plan.”
The Business Journal, 2005

56
Tangible benefits of coaching
Source: The Manchester Review, Vol
6, #1, 2001
• In a recent
survey where
2000
international
businesses were
polled, over 50%
of the companies
showed an
increase in
productivity
after coaching
was used as a
management tool
% of Companies Polled

57
Case Studies
(Booz Allen Hamilton)
• In 2000, consulting firm Booz Allen Hamilton, Inc.,
implemented executive coaching programs in an
attempt to improve productivity
• Booz Allen Hamilton also hired a company to study the
ROI of its coaching program
• The study found that all of the leaders applied what
they learned to improve their own development, while
53% went beyond that to make significant
improvements in their relationships with teams and
peer members
• The benefits were $3.3 million in the year 2003, while
the cost was $414,310
• A return on investment of 689% - far and away
exceeding their expectations
Source: Joyce, Amy. Washingtonpost.com, August 8,
2004

58
Case Studies
(Union Energy in Canada)
 Challenge: How does a leading energy
company shift to a customer focused culture
and differentiate themselves in a
competitive industry?
 Solution: Performance coaching trained
company executives to use coaching as a
management style
 Outcome: Morale improved, communications
were enhanced, and there was increased
teamwork. Managers forged closer
connections with front line employees
helping to achieve the "great customer
service" outcome the company sought

59
Is your company already using a
coach?
• You may be saying to yourself: “Yes, I
understand that coaching is effective. In
fact, our company already employs outside
coaches. We’ve had some success but
frankly, we haven’t experienced the ROI we
envisioned.”
• There is an answer to this dilemma:
• Coaching works best when it is part of an
overall program – part of the strategic plans
of the organization
• If your coach doesn’t suggest an overall
program, and doesn’t help you figure out
how to implement it, you need to look
elsewhere

60
Coaching continuity
• You need to think of coaching in 2 ways:
1) An outside coach comes into your organization
to help accomplish those objectives on slide 52
and,
2) The coach trains your managers in the use of
coaching as an ongoing management style
• In this way you’ve gotten the continuity you
need to make COACHING a truly effective tool

61
Concerns of HR buyers of coaching
services:
• 81% agree there is a great deal of confusion around
what is meant by the term coaching
• 49% agree finding and selecting high-quality external
coaches is a difficult task
• 41% agree the lack of regulation and accreditation in
the coaching industry is very worrying
THEREFORE:
You need to do your homework!
You need to find a high-quality coach who is
certified, who integrates coaching as part of an
overall plan, who trains your people on coaching to
obtain continuity and who has a reputation for
excellence
Source: The Chartered Institute of Personnel &
Development, United Kingdom, 2005

62
How to conquer the threats
facing employers today
• Did you reach your full potential last year?
• If the answer is NO, you need to hire a
performance coach who can help by
keeping you focused on your goals and
actions
• A good coach can help by offering you
simple processes to ensure that you
achieve these goals and can be there as a
confidant, advisor and sometimes mentor
to help you succeed

63
What should we do?
• Begin to think & act proactively
• Improve employee morale by creating a great
place to work
• Bring in a performance coach to help you get
your employees and customers engaged
• Develop strategic plans to help your company
overcome the threats and changes affecting
business & individuals in the 21st
century
• Make sure your executives set meaningful
priorities

64
PROACTIVE:
Acting in advance to deal
with an unexpected difficulty
• Studies have shown that being proactive is
always better than being reactive
• In a recent survey, companies that identify key
employee issues and address them are more
likely to attract and retain the best employees
• Being proactive can protect the company from
costly turnover expenses
• Strategic planning & coaching programs cannot
be “shelf” policies, they need active
implementation
Source: Norris, McLaughlin & Marcus, PA, 2005

65
A company has been located
• The ProPer Way is a group of performance coaches
that can help your organization:
1) develop strategies to connect the personal
development of employees with organizational
growth
2) provide workshops and coaching sessions for
management & employees to help them discover
their unique value & enhance communication skills
3) help the management team develop a new,
more effective management style - “coaching”
4) achieve peak performance

66
Achieving peak performance
Peak Performance
Intellectual Quotient
(IQ)
Emotional Quotient
(EQ)
Spiritual Quotient (SQ)
Meaningful
Noble goals
Common purpose
Clear
accountabilities
Smooth
process
Define results
Caring
Trusting
Ego-less
Peak performance
falls into 3 broad
categories
Balanced Manager Series, Office of HR, Maryland Dept of
Health, May 5, 2005; HR Career Management Program, John
Hopkins University, 2005

67
A noble intention
• The ProPer Way’s intention is to facilitate insights in
individuals that will help people and organizations
achieve peak performance more easily and more often
• The ProPer Way can help with many different problems,
some of which are:
1) not enough innovation/ideas
2) resistance to change
3) difficulty in recruiting talent
4) low retention
5) excessive competition
6) very fast growth
7) inability to think “out of the box”

68
A holistic approach
• The ProPer Way was developed and is led by
Arnold Beekes – a successful international
performance coach with a 20-year background
in business, operations, management &
employee engagement and 30 years coaching
in business & sports
• Mr. Beekes’ book, The Proper Organization,
was nominated as Book of the Year by
business consultants in The Netherlands
• The Proper Organization demonstrates the
building of an integral model for professional
and personal cooperation (hence the “pro”
and “per”)

69
Arnold Beekes – innovation &
communication
• Throughout his career, Arnold Beekes
has been dealing with innovation –
setting up new products, departments,
companies
• From years of communicating with the
people on the front line of business, Mr.
Beekes understands how employee
engagement affects overall performance
& productivity
• He teaches coaching as a management
style, to help business communicate
more effectively with employees

70
Keep in mind that engagement is a
2 way street
• The organization cares about its people
AND
The people care about the organization
• People don't care about how much you know,
until they know how much you care
• Thus…any sustainable growth is going to require
attention to 2 things within your organization:
1) Your employees
2) Your management

71
The ProPer System: A plan for your
employees and your management
• The ProPer Way has developed an extremely
successful coaching system. The ProPer
System optimizes employee engagement and
stimulates peak performance
• Through a holistic approach, they look at the 6
“C”s of engagement:
1) Core – To establish a high level of trust & to
align missions, visions & values of employees
and the organization
2) Coaching – To teach managers how to fully use
the potential of their employees with a high
sense of wellbeing

72
The ProPer System (continued)
3) Communication – To have top-down as well as
bottom-up communication focused on successes
and possibilities
4) Creativity – To stimulate ideas from the frontline
to improve products/services and customer
interaction
5) Customers – To engage customers throughout the
lifetime of your relationship
6) Continuous improvement – To have an ongoing
focus on the improvement of the processes
within the organization

73
Let The ProPer Way give you the tools
you need to be successful
• The ProPer Way will take the following steps:
1) Analyze the organization: Through interviews & a questionnaire, you and
The ProPer Way expert will determine the most important areas that need
improvement to increase employee & customer engagement
2) Develop a plan: The plan will describe each of the 6 “C”s and the most
urgent priorities that need to be addressed
3) Implement the plan: Your executives will be coached to continuously
improve employee and customer engagement. Your managers will be
coached on implementing the priority programs
4) Follow up and sustainability: There will be a quarterly review of the
progress & results. Further action will depend on the reviews

74
Smooth changes,
sustainable results
• The ProPer Way is more than consulting. With
consulting, a problem is identified and the
consultant proposes a solution. Coaching is more
about the facilitation of a process so that the client
can develop and sustain improved performance
• The ProPer Way is not a piecemeal approach. They
will integrate all aspects of the same problem in
order to arrive at a solution that resolves all of the
issues identified
• If you’ve ever been dissatisfied with a consultant, it
was probably because you paid a lot of money for
very little in return. A junior-level associate was
sent to tell you what you already knew, and without
any suggestions or resolutions
• The ProPer Way will be a facilitator, helping you to
create sustainable changes, and will support this
process for as long as they are needed

75
A Unique Company
with a Unique Margin of Difference
• The ProPer Way is a unique company, offering
very specific solutions in the area of employee
engagement & problem-solving
• Their programs clearly show they have a keen
eye on current problems and issues employers
and employees are facing today
• Not only will they help you devise a plan based on
your greatest needs, they’ll help you implement
and maintain the plan for true success
• The ProPer Way is a member of and certified by
the International Coaching Federation (ICF), the
highest accreditation a professional coach can
achieve

76
Low cost program with real ROI
Your return on investment expectations will be met and
exceeded because of the following factors:
•Increased employee retention
•Improved employee productivity
•Improved employee loyalty
•Lower absenteeism
•Less stress, fear, tardiness
•Improved shareholder trust & investment
•Increased customer retention & loyalty
•Increased business innovation leading to more
successful products & services with less competition

77
Success stories
• Below are a sampling of companies who put The ProPer Way’s 6 C’s of
engagement into practice:
CORE: A company was having serious problems introducing variable
compensation for the sales force. The ProPer Way engaged all
parties, built trust through coaching and implemented a new
approach. Within ½ year, the total implementation was finalized and
the parties cooperated. Digital Equipment Corporation
COACHING: “Through Arnold’s coaching, I was able to see and cope
with all my personal as well as professional challenges in a non-
judgmental way. As a consequence, I could react much more
effectively.” M.T. , Senior Executive, KLM Royal Dutch Airlines

78
More success stories
CREATIVITY: The ProPer Way designed innovative systems to deliver services to
indigenous communities by engaging local community representatives in
consultation. Royal Society for the Blind, South Australia
COMMUNICATION: Initial stakeholder response was extremely negative and
opposed to redevelopment. The ProPer Way conducted consultations, and by
involving the stakeholders, they contributed and took ownership of the
process. City of Melbourne
CONTINUOUS IMPROVEMENT: The ProPer Way facilitated teams leading to total
organization quality accreditation. They engaged all employees in policy and
procedure development, implementation and ownership of improved systems.
Representatives from all departments were brought together to work on the
project, despite the fact they had diverse functions & worked in satellite
locations. Inner East Community Health Service

79
Summary
• Organizations must deal with many threats in the changing world environment
• For sustained growth and productivity, organizations must find new ways to deal
effectively with a changing workforce
• When employees fail to feel valuable and fail to do their best, they are not engaged, and
the organization suffers
• Organizations must be proactive, they need to bring in coaches who can help the
employees discover their true value and teach management new management techniques
in order to increase employee and customer engagement
• A program of coaching will exceed ROI expectations if a good, qualified performance
coach is found and utilized
• The ProPer Way is a respected company with a performance coaching specialty. With a
20-year background in business, marketing & engagement, Arnold Beekes and his
associates can help your organization develop the all-important connection between the
personal and professional sides, in order to build a strong and secure future. The ProPer
Way: Your Partner In Peak Performance!

80
Schedule an appointment with The
ProPer Way today
• Schedule an appointment with The ProPer Way and
let them show you how much you have to gain from
their strategies and guidance
• Your ROI for this program will meet & exceed your
expectations
Contact info:
The ProPer Way
Arnold Beekes
Donsvlinder 26, 3822 ZM
Amersfoort, The Netherlands,
tel +31 33 4757656,
arnold.beekes@theproperway.com
web: www.theproperway.com

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