The People Seminar Report

Tuesday 17th May 2011

The Lowry International Media Centre
Salford Quays

Getting in Touch
Throughout this report you will see QR codes. QR codes, like barcodes hold information such as a website
addresses, contact email addresses or telephone numbers. In the case of this report, our QR codes hold email
information to allow you to send us an email from your smartphone by simply scanning the relevant code and
web URLs to link to PDF le downloads. Your personal details are safe as the information in the code simply
opens your phone email client for you to type an email to us, or directs your phone browser to download a PDF
le.
To use these codes you will need a scanning application on your mobile phone. Google's mobile Android
natively includes the barcode scanner ZXing on some models. Nokia's latest Symbian operating system is also
provided with a barcode scanner. If you have an iPhone or Blackberry you will need an application from the
AppStore or AppWorld that can read QR codes. QR Reader for iPhone by TapMedia Ltd is a good free reader
for iPhone and QR Code Scanner Pro from The Jared Company works well for Blackberry users. BeeTagg
Reader is a cross platform reader for Blackberry, iPhone and Android users that is free and multi-featured.

www.steuer-gregsson.co.uk

On Tuesday 17th May, we held a very successful seminar at the Lowry International Media Centre at Salford
Quays. Thank you to everyone who attended and contributed to the evening. I hope you enjoyed yourself and
found the discussion stimulating.
I always feel invigorated by Salford Quays. It makes me feel that anything is possible because of the drive of the
people of Salford & Manchester in creating the United Kingdoms third largest port 30 miles from the sea. The
area is now getting another real buzz with the development of Media City.
We spent the evening discussing motivation of both ourselves and our staff in our companies. Remembering
that our most valuable resource is people the discussion focussed on methods of remuneration including
shareholdings and benets in kind such as increased holiday entitlement.
This brochure provides a more detailed summary of the evening and provides links to relevant web sites and
documents. We are trying a new method of linking you to this information - QR codes, similar to barcodes but
able to carry more detail. Full details on using these codes has been provided by David under Getting in Touch
which follows.
If you require any further information or wish to discuss the issues raised please call me directly on 07855 766
954 or email me on tim.isherwood@steuer-gregsson.co.uk
It may also interest you to look at our Channel on YouTube where we feature a series of seven videos on
Business Dynamics, follow the link www.youtube.com/user/steuergregsson

Shareholding
We see on a regular basis the use of shares by quoted companies to provide incentives within remuneration
packages. However, the quoted company operates in a very different world to the owner managed, closely held
company. The question remains: why would an owner of a business want to give shares to his management
team?
Motivation
Retention
Engagement

Motivation
Shares are seen as a motivational tool and the linking of the share value to performance provides a mechanism
by which an individuals wealth can be increased. However, to see the fruits of the extra motivation the
employee requires some tangible benet. The shares may need converting to cash, which can be a difcult
transaction when no formal stock market exists. If there is no way of converting the shareholding to cash, the
shareholding can then become very de-motivational.

Retention
Often colloquially referred to as golden handcuffs, gifted share ownership can help keep a key employee in
place. The value of the key employees shareholding increases as the companys performance accelerates.
However, if the employee wants to leave he may have to sell his shares at an amount below value, which has
the effect of keeping the employee engaged.
An alternative view to this method of retention is that the shares become a ball and chain to the employee.
Performance then suffers and the share value drops to such an extent that the shareholding has no value and
ceases to be of any use in retaining the key skills. The shares can then produce the opposite of that planned.

Engagement
Shares give employees a sense of ownership and due to their ownership of shares they will put greater levels of
effort in to their jobs. This will increase the value of the company and thereby the employees wealth.
Can this be a problem? - Owner Managers have a unique relationship with their business. This relationship
means that they will expend all effort to ensure the success of that business. This relationship is not because of
share ownership.
A mistake that owner managers can make is in thinking that by giving their employees shares they will have the
same relationship with the business that they have. Despite employees often claiming they would die for the
company this is not the case as they will have the view that the shares are simply there to replace a cash bonus.

Find Out More

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We often come across companies that are considering giving shares to employees. If
you would like a copy of our report giving shares to employees that considers the
different ways of linking shares to motivation, scan the code below and put Share
Report in the subject and we will send a copy to you.

david.isherwood@steuer-gregsson.co.uk

How are you at work?

There are three levels when considering work and your own motivation:

Yourself

The Team

Leadership

More science about who YOU are at work

Whether you want to focus on your own career development, how you operate in a team, or your role as a
leader, the rst step is always the same: "know yourself". Our work in this area is based on Carl Jungs premise
that all change and development starts from within. It is this principle which underpins our approach to individual
effectiveness.

Is there a natural energy-t with your current job?

How do you prefer to lead, support and motivate people?
How well do you manage the balance between risk and opportunity?
What does everyone think of your linking skills and how does that compare with your own perceptions?
What are the underlying work values that shape the way you operate?

With a better knowledge of who you are, you can then appreciate how to be a better team player, how to help
shape and lead your team, and how to interact with others who may see the world of work in entirely different
ways.

Take the guesswork out of teamwork

Most of us work!now!within several different teams, large and small, formal and informal, temporary or longterm. We may lead some and be team members in others. More than ever, it's important to!understand the
dynamics of high energy, high performance working as we play multiple roles in different areas. Questions that
may be asked by teams are:

What special contribution does each person bring to the overall objective?
Are we a balanced team; do we make the most of our diversity?
How can we ll the gaps in our team's strengths?
How do we manage the inevitable stress and conict?
How can we improve communication and accelerate progress?
Do we really value our differences?
Do we care most about individual or group achievements?

No one forgets....
....when they have been a part of a high energy, high performing team Whatever kind of team you work with, the
questions you face as a manager and leader will be similar:
Do I, as a leader, really know where my own energies and strengths lie?
Where do I t in the team and how do others complement my own role?
Do I have a clear picture of what we are doing and who we are?
Do I have a model of team effectiveness that I can communicate?
Do I really know whether we are doing well in all critical areas?
Am I maximising the energies of everyone in the team?
Do I know whether my team is balanced?
Are we communicating well?
Are we managing risk, conict and uncertainty?
How do we get back on track when things go wrong?

The more you know about the group and the clearer your picture of what successful performance looks like, the
easier it is to know whether you are on the way to achieving your goals.
When we work with company owners and management teams we use the Team Management System Proles
created by Dick McCann and Charles Margerison. The Team Management Systems Proles offer multiple
business perspectives about people, jobs and teams, written in positive down-to-earth language that is easy to
use and easy to share. They bring a complete overview of how people are working together and a shared
language that helps people to get the right results faster, offering a practical approach to managing and leading
teams.

Find Out More

The Team Management Prole is a powerful tool to begin developing a high performing team.

Scan the code to view the Team Management Prole PDF.

visit http://www.steuer-gregsson.co.uk/sgpdfdownloads/TMP.pdf

Scan the code to send us an email, with the subject Teams.

email tim.isherwood@steuer-gregsson.co.uk

Motivational Research
Motivation is a complex phenomenon. Several theories attempt to explain how motivation works. In
management circles the most popular explanations of motivation are based on the needs of the individual.
During the seminar we highlighted some of the most fundamental and accepted research from the academic
world,

Maslow

Herzberg

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Scan the code to view the motivational research PDF.

visit http://www.steuer-gregsson.co.uk/sgpdfdownloads/MR.pdf

10

11

Generational Motivation
The combination of Generation Y eagerly advancing up the professional ranks and Baby Boomers often refusing
to retire has, over the course of a few short years, dramatically shifted the composition of the workforce; each of
these generations is roughly twice the size of Generation X, which lies between them. More important, Boomers
and Gen Ys are together redening what constitutes a great place to work. As research from Harvard University
shows, they tend to share many attitudes and behaviors that set them apart from other generations. These
shared preferences constitute a new center of gravity for human resources management.
When a young man well call Aaron Johnson received an employment offer from UBS in early 2008, he readily
accepted it yet felt a tinge of regret. Having interned at UBS between his junior and senior years at Stanford, he
knew hed enjoy the work of an analyst. But the job was to start right after graduation, giving Aaron no break
between one highly structured situation and another.
Fortunately, in the spring of his senior year, UBS informed Aaron about its new graduate deferral program. The
initiative gave new hires the option of postponing their arrival for a year and devoting the interim period to
community service or the acquisition of new skills. For pursuits UBS considered worthy, it was offering to pay
half the base salary associated with the accepted position, plus a stipend for health insurancewhile holding
the promised job open for the individuals return. Aaron wound up spending that gap year in India with a
nonprot organization that trains paramedics, helping a California-based nonprot develop AIDS-education tools
for underserved populations, and writing a novel.
It isnt that the same employees who in the past wanted one thing have now changed their spots and want
something different. The shift we are seeing in workplace preferences has everything to do with a new mix of
people. Specically, Generation Y (born 1979 through 1994) is 70 million strongroughly double the size of Gen
X (1965 through 1978). Under any circumstances, that large a cohort would be a force to be reckoned with. In
this case, its inuence is compounded by the fact that the huge Baby Boom generation (1946 through 1964),
unlike any previous cohort at its age, remains very present in the workplaceand these two oversize bookend
generations have an extraordinary amount in common. To be sure, they are not indistinguishable, but emerging
from our survey data were several common themes.

12

The New Workplace

Few companies in todays knowledge-intensive economy would deny that they compete on the caliber of their
people. With this richer understanding of the two generations that now dominate the workforce, the challenge
becomes clear. Companies whose employment offers align best with the shared values of Boomers and Gen Ys
will enjoy a major talent advantage.
The research has been carried out by Harvard Business school and remains the property of the copyright
holder. The full article is as http://hbr.org/2009/07/how-gen-y--boomers-will-reshape-your-agenda/ar/pr

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Steuer Gregsson Limited

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t: 01270 880637
e: enquiries@steuer gregsson.co.uk
w: www.steuer-gregsson.co.uk