Leadership Development  

Creating return on investment at a leadership level

Organisations are increasingly acknowledging the strategic importance of key ‘people issues’.  Creating enhanced customer experience, lifting staff engagement, generating greater compliance and improving team productivity have become major priorities for organisations in virtually every industry.

The recent experience of the most successful organisations consistently highlights the critical role that leaders hold when it comes to bringing these priorities to life.   Investment in leadership development has subsequently been on the increase but creating a clear cut commercial return on programmes designed for this audience remains an ongoing challenge.

Results Based Leadership

Quo have worked with many organisations that have unique leadership development challenges.  Our experience demonstrates that the greatest traction with participants at this level is achieved when focussing on activity that drives clear end results - both commercial and personal.

By focussing on the improvement of key outcomes (as opposed to a generic approach to leadership development) leaders can see very clearly what it is that they are attempting to impact on both personally and in terms of organisational challenges.

Our experience also shows us that for change to become embedded for the long term, leaders must understand why they need to change and what is in it for them.  It is the solutions that answer these questions that have created the biggest and longest lasting impacts.  

Recent approaches have focussed on a number of common challenges and themes:

  • Tapping into ‘discretionary effort’ (the difference in productivity that is achieved when people ‘want to’ rather than ‘have to’)
  • The principles of Behavioural Science, how consequences drive behaviour and how to use them
  • How to use set goals, targets and behaviours that set expectations
  • How to gain buy in and commitment to performance improvement
  • Using positive reinforcement to drive behavioural change and performance improvement
  • Motivators and de-motivators.  What factors engage and disengage people and how leaders can utilise this knowledge to change their own behaviour to engage people more effectively
  • Role modelling and leading by example
  • Creating customer centric cultures and becoming a leader in service excellence
  • Managing superior performance
  • Coaching and supporting their people
  • Addressing underperformance and having difficult conversations   

The Benefits

  • A major UK financial services organisation achieved it’s goal of creating customer centricity and enhanced financial performance 12 months ahead of schedule after developing it’s leadership capability
  • One of Europe's largest contact centres increased employee engagement from 40 to 81 points, while reducing sickness & absence by 75% in under 6 months, after it's 50 most senior leaders participated in a behavioural focussed leadership intervention
  • A global business significantly increased compliance levels across staff in the USA, Europe and Asia after investing in a bespoke leadership development programme.  In a world of increasing regulation and penalties for non compliance, a major impact on financial performance would be achieved for the business across the following 3 years
  • Organisations with the highest quality leaders are 13 times more likely to out-perform their competition (source: Hogan Assessments)