1. Mission and Methods

2. Do you see yourself?
The Overgrown StartUp
• Initial vision only now shared by
founder and their close team
• Business is somewhat chaotic and
reactive with no formal processes
• Headcount has grown so can no
longer rely on osmosis for everyone
to know what is going on
• Low morale and disillusionment
• There is a need to work smart
and somehow do more with less
to maintain services, but no
space to work out how
• People’s roles and structures
have changed by edict
• Successful through being
innovative, now delivery is
prioritised over creativity
• Silos and bureaucracy starting to
appear
• Culture is volatile and dependant
on current influencers
The Austerity Victim First Out the Blocks

3. In a nutshell…
These guys have 3 challenges in common
Purpose
Process
People

4. Flow….
By a guy with the hardest name I’ve come across (Mihaly Czikszentmihalyi)
Flow
“The state in which people are so involved in an activity that nothing
else seems to matter: the experience itself is so enjoyable that people will
do it even at great cost, for the sheer sake of it.

5. Growth in profit
87%
20%
Reduction in staff turnover
Improvement in performance
We’ve all been there, where the magic happens. Imagine if it was the
norm amongst the majority of people at work…
16%

6. NAME OF SECTION HERE
6
Engaged Employee:
One who is fully involved in, and enthusiastic about, his or her role, and
thus will willingly apply discretionary effort, and act in a way that furthers
their organisation's interests.
“
”

7. But…

8. 70%Of the private sector are not fully engaged

9. 88%Of the public sector are not
fully engaged

10. …in 2009 disengagement cost the
UK economy between £59.4
and £64.7 Billion…
“
”

11. We have a crisis on our hands

12. So what about you?
1 10

13. NAME OF SECTION HERE
13
How can we help?

14. To build THRIVING organisations.
A thriving organisation has it’s head screwed on - it’s
doing the right things in the right way.
A thriving organisation has a heart that’s beating - it’s
full of life, and life means people.
Our Mission
“
”

15. Head and Heart
Purpose, Process and People
Just like in individuals they can pull in different directions
But when aligned, passion fuels ability and great things happen

16. Theory compares performance at work, to a performance in any
other role (some are more successful than others)

17. NAME OF SECTION HERE
17
Conditions
For performance success

18. NAME OF SECTION HERE
18
Safety

19. NAME OF SECTION HERE
19
Availability

20. Meaningfulness

21. NAME OF SECTION HERE
21
So What?

22. The TG model is derived from our understanding of business psychology and 20
years experience mixing it up with business strategy, process improvement, and all
the enlightened HR philosophies… and, well, of just being people
Test us! Ask about all the academic material we’ve read and an explanation of the product development process
BusinessPlan
BusinessPerformance
Context
Role
Individual
Process
Purpose
People
Employee EngagementField of EngagementTOM
Operating
Model
&
Strategy
Organisational Alignment Individual Engagement
Engager
We’re consultants… We have a model…

23. Organisation
IndividualsOrganisation
Actual Engagement
(start the party)
Field of Engagement
(get your house in order)

24. Want to play a game?
There are some archetypes associated with malfunction across all the
areas of our model
See if you recognise you and yours?

25. NAME OF SECTION HERE
25
The Beach
”The Beach” is a place to chillax, with no sense of
urgency and a lack creativity
Correct by pulling the Purpose lever

26. NAME OF SECTION HERE
26
The Jungle
“The Jungle” needs a machete to cut a path through the
paperwork, rules, egos and meetings
Correct by realigning the Process lever.

27. The Workhouse
“The Workhouse” creates fear and frustration,
with long hours, stress and unreasonable dictates
Correct by pulling the People lever

28. The Rebel
“The Rebel” is professionally
disengaged; bored and
disruptive.
Correct by pulling the Role lever

29. NAME OF SECTION HERE
29
The Zombie
“The Zombie” is personally
disengaged, provides
minimum effort and
minimum impact
Correct by pulling the
Individual lever

30. NAME OF SECTION HERE
30
The Victim“The Victim” is socially disengaged, scared
to stick their head above the parapet.
Correct by pulling the Context lever

31. No?
Maybe you’re “The Rock Star”
Engagers are leaders able to work the levers
and translate organisational alignment into
actual engagement
The success of our model depends on you

32. NAME OF SECTION HERE
32
And Back in the Real World…
Our solution is delivered in 4 phases
A whizzy
consultants
diagnostic
Like driving a sports car, optimising an organisation is a case of pulling the right
levers. We use an initial diagnostic to rapidly determine areas of strength and
weakness. The outcome of this phase is reflective of the issue to solve, and will
determine the priority areas of the model and therefore the project plans
A non-creepy
segmentation
exercise
Design - the
really clever bit
Delivery -
turning theory
into results
Because every person is different, different interventions will reap the best
results. Based on MBTI we perform a segmentation exercise of the workforce to
understand the dynamics and culture. The outcome of this phase will be
reflective of the people, and will determine the specific personalised
techniques and methods that go into each project
Based on the previous 2 phases, a specific programme of interventions is
designed, for you and you alone, that’s your journey. It’s in priority order, each
project being designed to affect engagement levels. You can take as many steps
as you have the time and energy for, spread them out over time, or go big bang
The implementation of the programme is up to you, your in house skills and
your appetite. We can deliver the programme in partnership with sponsors and
champions within the organisation, just check in and hold your hand, or wish you
good luck as you go run with it

33. NAME OF SECTION HERE
33
Kath Howell
kath@theterriergroup.uk
+44 (0) 7809 526 862
www.linkedin.com/in/kath-howell
•Engagement architect
•20 years creating transformational
change in organisations
•Facilitator and creator of engagement
interventions
delivery team
The Terrier Group is Kath Howell and a tribe of associates with similar heart
and soul. Skillsets range from Executives, Lean, HR Business Partners, PMO,
IT and Change Management
All come with practical business experience gained through working in and
across industry sectors
If any of this has piqued your curiosity, or
just mildly entertained, we would love to
hear from you…