The dynamic duo are in Barcelona this week attending the Summit event. Set over three days, this will be the third time Mission have been involved. 

Following recent leadership development programmes delivered by Mission in the early part of 2010, the leadership capabilities of those attending mission programmes increased by between 60-70%. We expect these to increase further as coaching support is delivered to each leader over the next 6 months. Watch this space 

 

 

Project Excellence in Poland is going well. Since October we have been heavily involved in helping an off shore service centre develop its people enagement capabilities. A combination of coaching, consultation and training is beginning to have some very positve effects. We have a few more sessions to come and after this and true to Mission’s ethos we will have created the internal capabilities and confidence for many of the leaders to do it for themselves. I am back in Warsaw next week. A great city, one that I would recommend. I will take some pictures this time.

Working harder than ever - drafting workbooks, organising dates and meeting new associates. Also gearing up for Barcelona in a few weeks time.

Ian Gardiner has written an excellent article for CNN, follow the link to read more.

http://edition.cnn.com/2010/BUSINESS/02/05/military.lessons.warfare.business/

index.html?iref=allsearch

Have been reading the CIPD’s latest report on engagement very interesting but not telling us anything new in my opinion. There are no silver bullets in increasing employee engagement. Just do the basics very well and provide the space for your employees to express their ideas. At mission we believe there are 5 core needs that have to be met by every employer: (1) Recognition - for the value they add (2) An emotional connection with their colleagues (3) Freedom of action within discrete boundaries (4) Feedback on their position and standing in relation to their peers (5) Clarity of role and place within the hierarchy.

People go to work to earn the respect of their colleagues, to be recognised for the things they do and value.

Recognise and reward these good behaviours in the vast expanse of stuff and BAU and you will be surprised how simple things can unlock otherwise closed doors to discretionary effort.

Lots going on at Mission this week, multiple proposals written and plans for our marketing for 2010. Chris and I will be attending the People Development Summit in Barcelona this March and we will be hosting a number of open days later in the year.

No surprises in the latest CIPD report now available at : www.cipd.co.uk/shapingthefuture

Quote:
“We’re finding that emerging concepts fall mainly into three key areas and we have refined the focus of our research to reflect these:

Employee engagement

Engaged individuals will work more effectively, connect better with customers and go the extra mile which will translate into organisational performance. Past CIPD work has found that to be engaged, employees need to have the right environment, an HR model which aligns individual discretionary effort with the organisation’s strategic goals and effective managers.

Leadership

There are a set of behaviours exhibited by effective leaders which will motivate and engage employees. These behaviours also support the translation of employees’ discretionary effort into business performance.

Organisational Development

Organisations need to have a planned and systematic approach to enabling sustained organisation performance through the involvement of its people. Organisations should engage in continuous reviews of their internal context and external pressures. Those that do are more likely to develop the flexibility and responsiveness to adapt to fast changing market pressures. The process will be enhanced by effective HR which constantly seeks to enhance the people resource of organisations.
Although these three themes appear to be the main drivers of sustainable organisation performance, we expect other insights to emerge as the work progresses. So there will also be a fourth area of ‘emergent insights’”

Another busy week - off to see a large bank about a new programme tomorrow, an existing programme with another bank and a meeting to discuss Mission and its CSR programmes for this year. Thereafter in the Welsh office writing new material for our existing programmes, sorting out our marketing events for the spring and organising future meetings. Follow us on Twitter too Mission Team -

Missions accomplished:

We have delivered for:

Mission’s exciting partnership with ASDA UK

After a highly competitive tender process in early spring Mission was selected a preferred supplier for ASDA across a range of Leadership portfolio programmes, to be delivered to ASDA’s senior leadership population. A team of seven Mission Consultants now deliver the programmes at sites across UK, from Aberdeen to the Isle of Wight. Our preferred supplier status has involved a very close partnership with ASDA’s learning and development team and has included the detailed design of a number of core programmes for their managers, specific to their hugely demanding and highly competitive retail environment. This portfolio includes programmes such as “Planning to Deliver,” which is based on Missions approach to delivering strategy from executive level right down to the shop floor. Through empowering communications, a common language, basic planning and decentralised decision making, ASDA’s leaders become enabled to deliver, short and medium term strategic objectives.
One of Missions delivery team is Toby Wilsher, a professional actor, Theatre Director and Communications Coach. Toby has designed a series of programmes, which combine his unique experience to give ASDA’s leaders the skills and confidence to deliver” Powerful Presentations” and conduct effective “Crucial Conversations and resilience ” with colleagues, suppliers and their teams. By the end of November 09 Toby will have delivered 45 one day workshops to 500 managers located across UK. Toby’s average feedback score across all programmes to date is 4.75 out of 5, which we are all delighted with!

BTW and Accenture select Mission.

“Successful Talent Framework adopted by each line of business for BT Group”
Mission delivered year one of a major Talent Development programme for BT Wholesale this year, in partnership with global consultancy Accenture, who manage the programme for BT. Wholesales Talent population of 120 was split into different bands of seniority from Emerging Talent to Rapid High Potential to Potential Leadership Team Successors and Missions Talent delivery team delivered a range of bespoke portfolio workshops and tailored coaching sessions across all groups throughout the year. The programme has been a huge success receiving excellent feedback across a range of independently audited criteria such as ROI, Business Impact, On the Job Impact, etc. The programme has recently been adopted by BT Group as the default Talent Framework for all BT Group Talent initiatives in 2010, which is something we are absolutely delighted about. Well done to all Missions Consultants involved with the deliver this year.

Schlumberger: Mission delivers a series of specialist development programmes around the world

Missions growing relationship with Schlumberger has continued this year despite the global economic downturn. Our delivery for Schlumberger has included the detailed design of a sophisticated recruitment and selection framework for all new joiners to Schlumberger Information Services (SIS). The assessment, profiling and design work was conducted in London and Houston by Julia Carden, Mission’s Assessment and Selection specialist. The framework adopted includes all candidates completing 16PF preference awareness questionnaires and the training of all SIS Senior Managers in interview techniques as part of their personal development.
Justin Featherstone MC has also worked very closely with Chris Mcleod in the design of a one week Leadership Development programme for SIS Senior Global Account Managers. The programme pilot was delivered in Paris in October and received outstanding feedback from a multinational group of managers. Six more programmes have been planned.
This month Justin has also facilitated a three day Global Account Managers programme in Houston, again with excellent feedback.
We have conducted further Front Line Manager Leadership seminars and our current one day leadership programme has been extended to two days with teams involving Richard Tarran, Clive Cosby and Dan Barnfield facilitating in Abingdon, and Gatwick, this year with plans for India in 2010.

Metropolitan Police Master Classes in support of the Leadership Academy

In September this year Mission were appointed as preferred suppliers and we now facilitate Leadership Master Class sessions for senior Police officers and their support staff from across the Met. Since September our Master Class delivery has included: Human Error Factors – Lessons from the Flight Deck by Gary Wakefield, Leading in extremes by Chris Mcleod, Personal Impact by Toby Wilsher, Leadership and Emotional Intelligence by Will Carnegie and Team Development by Jazz Cool.

Australian World skills – World Class Development

Mission extended its relationship with the Australian WorldSkills foundation this summer. Mission’s facilitating team of Kenton Cool and Steve Booker ran the programme throughout the UK. The programme delivered an experience of a lifetime for the 17 young competition winners from Australia. The competition provides the opportunity for young people to demonstrate their professional skills and capabilities in a variety of trades and professions.
WorldSkills Australia (WSA) is a national, not-for-profit organisation (established since 1981) that provides young Australians aged 23 and under the opportunity to gain new skills, compete against their peers in their chosen trade and fast track their skills and career development.
Their purpose is to promote and build a skills respect culture by celebrating skills excellence, inspiring young people and providing them with an opportunity to showcase their trade and skill talent. They achieve this goal through competitions held on a Regional, National and International level.
The programme has been running for 10 years with Mission and is a highlight in our training calendar. Mission’s programme honed over the years forms the international prize for the 20 competition winners.
The delegates experience leading psychometric profiling tools and feedback, leadership theory and practice and a range of stretching outward bound activities. The facilitators stay with the group over the entire two weeks mentoring and coaching them in every aspect of the programme. This combined with the fireside leadership stories combine to make this one of our most inspiring and worthwhile programmes. This year Kenton spoke about his seven Everest summits and his experience of guiding Ran Fiennes up the North face of the Eiger.
“I was one of the 17 Australians that come over on the BBM/Worldskills Mission Performance Leadership Challenge. It has been the catalyst for great change in my life. Since return from the course I now understand my self, my motivations, my weaknesses and those around it. It has taught me so much about myself and how to equip myself and those around me with a bright, successful and sustainable future. The skills gained from the course have allowed me to gain more further scholarships and I will now travel back to the UK and Singapore from personal coaching and advanced business training next year – which I am very excited about.
I was just wondering if there was any material from the course you worked with us on, or any other courses for that matter, you could send me to look over. I have be looking high and low for some more material but am finding it hard to get my hands on material as good as the information supplied by Mission Performance. It is purely for personal use and wont be distributed or passed around if that is a concern.
Look forward to hearing from you and once again thank you so much for your time, effort and life changing lessons.

RBS community investment programmes across 40 separate countries

Mission demonstrated its CSR credentials this year when it delivered £2.1 million in ROI for a global CSR programme delivered over five days. You can read how we delivered it in our case study entitled ‘One Week in June”
Mission Performance Leadership was used to deliver it so cost effectively. Feedback on all levels has been exemplary.
RBS a service excellence programme for their offshore hub operations
Mission designed and has begun to deliver a service excellence programme for the European Finance Hub of RBS based in Poland. The programme focuses on turning the team leaders from subject matter experts to leaders of service delivery. It began with a comprehensive design phase across the operations in Warsaw and London. This phase identified the gaps in the current service proposition that the leaders could influence. The delivery phase began in November with a series of one day ‘how to sessions’ designed to raise the level of service leadership and competence amongst the target group. This activity was combined with a series of internal initiatives. These initiatives were designed to aid the application of the content and to network the cohort with key business stakeholders.
The programme is being considered for delivery in India and Singapore in 2010.

Change management and the NHS

Mission was engaged to provide a series of programmes to support a senior management team through a period of unexpected change.
As a team they had not experienced a bespoke and detailed training programme before. The design phase enabled Mission to develop three one-day workshops in partnership with the HR team and the CEO. The programme aimed to support them as individuals and as a team through the organisational change.
Their hospital is a world-renowned institution. Mission was acutely aware of this and spent much time designing and refining the content and support activities to ensure that the programme exceeded expectations.
The three workshops followed Mission’s model of high performance entitled CCI. The first module defined and supported the cultural aspects of the change process from an individual and a team perspective. The second module defined the clarity of the change process. The third linked it all together by defining the key means to achieve true interdependence.
Many commented that it was the best training that they had ever been on.

Kent County Council’s future leaders programme

This Future leaders program of four modules are being delivered by Justin Featherstone MC.
The first module is entitled ‘What is Public Sector leadership?’
This module will focus on the individual, their strengths and the nature of effective leadership and teamwork within KCC. The second module entitled ‘Partnership, collaboration and community’ will build on the self awareness, behavioural and values-based framework of Module 1. The third module entitled ‘Trust and communication’ will examine governance and the Public Sector. It will discuss methods of delivering an environment of openness and trust and removing the fear to conduct crucial and courageous conversations.
Dates are planned for the second programme to be rolled out next year.

Aviva’s Academy

Mission were appointed to Aviva’s Leadership Academy over the summer. We are one of five organisations providing specialist coaching and team development support to the academy. We are proud to be working with Aviva. More to follow in the new year.
Other significant missions have been:
Speeches including two by Will Carnegie for Reed Business Information, and one for Game by Charlie Smith which also involved a sailing day with a team of Associates; Clive Cosby, James Allen, Debbie Hawden, PJ Stevens and Rachel Dickinson.
The provision of additional support to Eng D Advanced Leadership programme for University of Surrey – Dan Barnfield
Thomson Ecology Personal Effectiveness and Development Portfolio – Will Carnegie and Richard Tarran

Mission Performance has been very busy since we last spoke. We have been engaged in servicing and delivering our contracts with our colleagues at ASDA, BT, RBS and Schlumberger. All these contracts have been positively received for their learning and on the job results.

As the largest training provider to ASDA in the UK we have been delivering a range of skill based workshops as part of the core curriculum. Each programme has received excellent feedback. As well as a range of leadership programmes, Mission’s Team Development specialists delivered a large conference day for ASDA’s top finance team very recently. As you can see we delivered.

“Firstly a huge thank you for yesterday - it worked so well and Mission did themselves proud!”
Chief Financial Officer ASDA

Delivering BT’s Talent programme with Accenture has been an outstanding success. The programme continues to receive the most positive feedback of any internal development programme delivered for BT by an external supplier. We are in discussions this week to consider the look and feel of the curriculum for 2010/2011.

Schlumberger continue to receive a range of development and assessment programmes. From first line managers workshops to the development of an internal selection process to identify sales aptitude across multiple cultures and geographical regions. As with all of Mission’s programmes we have provided Schlumberger with the knowledge and skills to do it for themselves. We are set to deliver more for them as we head through summer.

RBS and Mission have recently delivered one of the largest and most successful employee engagement programmes ever attempted. Through the medium of Community Engagement, 40 separate countries came together to deliver something meaningful in their local communities. This project was conducted at a time of huge change and upheaval at the Bank. Credit must go to the thousands of people who got involved despite their own personal situations. Recent estimates are indicating a return of investment of in excess of £2 million pounds.We hosted the Australian Worldskills organisation this month. Kenton Cool (of Everest ER) Steve Booker, Dan Barnfield and Clive Cosby combined to deliver an exceptional personal development programme. Using a suite of tools and a range of practical activities the team travelled widely throughout the UK culminating in a dunking at the Royal Navy’s sinking ship simulator in Portsmouth. We hope to continue our 10+ year working relationship with them next year.

Other significant developments are that Mission have been appointed to Aviva’s Leadership Academy as a preferred supplier for senior team and executive development and coaching. In addition Mission has been selected by the Metropolitan Police and the Civil Service of United Arab Emirates to work with their senior leaders and teams.

We are in negotiation with a variety of clients on a number of projects. These include a global IT service provider, a national accounting firm, a Global Bank, a very large county council and a UK based financial organisation. Details to follow.

Mission also put a team into the Mont Blanc Marathon raising money for an orphanage in Kenya and for cancer research via the Geoff Thomas foundation. You can still sponsor us via the Mission web site.

As you can see we have been busy and will continue to work even harder for you.

Our mission is to deliver exceptional development programmes that transform individual and team performance. All of our efforts are directed at this, it is our main effort.

Background:

 

One Week in June was a global community engagement programme designed to (1)

build a global team (2) engage the global RBS Manufacturing Operations community

and to (3) deliver something meaningful for worthy local charities around the world.

Mission Performance pioneered One Week in June as a means to develop a shared

sense of purpose across 40 countries. Mission also designed and supported the project

globally on behalf of its sponsor and global head Rob De Ridder.

The programme was facilitated using Mission’s approach to developing and leading

organisations and teams.

The project cost less than £12,000.00 to deliver but returned in excess of £2 million in

net value to RBS Manufacturing Operations globally.

 

What happened?

Mission delivered a successful community team development programme in Chennai

(India) for the GTS operations board of RBS Manufacturing Operations in July 2008.

Following the success of the programme the team leader, Rob De Ridder was keen to

enable others to take part in similar experiences. His specific objective was to reach out

to those less fortunate than themselves and to give something back by working with their

local communities.

In discussion with Rob, Mission suggested that they replicated what they had achieved

in Chennai for every location that RBS Manufacturing Operations had a presence. From

this initial discussion (over dinner) the project was officially sanctioned. Mission began

working with Claire Gillingham (HR) and Sara Moxon (Communications) to develop the

plan.

 

Initially Mission designed and led the programme until it reached a stage where it could

be managed by a small global steering committee of which Rob Lewis was a member.

Mission provided the principles and ethos against which the programme was delivered

The scale of the programme was huge. With just over 8000 GTS Ops people located in

over 40 countries. On a budget of less that £12k we had to think creatively.

The plan was to adopt a week in June (3 –10 June) and to enable 40+ global teams to

choose and then work with their charities during this week provided they benefited

children and/or the environment.

 

From a very early stage Mission Performance Leadership (MPL) was used to plan,

communicate and coordinate the project around the world. Mission wrote a briefing

document that defined Rob’s intent and mission for the project combined with a set of

realistic controls, expectations and milestones.

Mission’s view was that the project should be delivered by the global talent community at

two seniority levels. One level would operate at a regional level and coordinate the

second group working at the local level within each country. Provided that their roles

were clearly defined and that they felt empowered to make decisions this structure would

work. These Talent groups would be led and supported by a four person global steering

team based in London made up of Mission Performance, RBS Communications and

RBS Community Investment representatives.

 

This also underpinned the principle that the project would be faciliated by those most

qualified to do so at the local level. This approach also provided a perfect opportunity to

exercise the talent in building and leading project teams around the world. It also helped

to maximise the net ROI,as every penny spent in setting up and paying for the project

would dilute the money raised. In addition the economic climate meant that there was

simply no budget for a project of this scale to be managed in any other way.

Once Mission had written and prepared the framework for the project, Rob DR was able

to communicate his Teachable Point of View (TPoV) to all of the regional and local

coordinators.

Once everyone understood his intent and their role in delivering it the project teams

began to execute against their regional and local missions. Thereafter there were a

series of fortnightly surgery audios designed to support the regional and local

coordinators.

This process was supported through the adoption of a series of simple control measures

to manage risk. These included a project-scoping template, a basic health and safety

risk assessment and a series of power point documents designed for discussion during

the fortnightly surgery calls.

Once the local coordinators had scoped out their proposed projects these were validated

by the regional coordinators in the first instance and then submitted to the global

coordinators for final authorisation. In every aspect of the project, trust was

demonstrated by the global steering team to ensure that decision making cycles were

shortened and ‘delegation upwards’ discouraged. All key features of Mission

Performance Leadership.

 

Once the in country projects had been chosen and the teams had formed using

Mission’s model of high performance team work, the work of the global steering turned

to communicating the programme internally within RBS.

Utilising a sharepoint facility and an intranet site the communication’s team galvanised

the communication for the project. They also provided a communications pack for in

country teams to engage their local colleagues.

 

This intranet and sharepoint site would prove invaluable during the final and latter stages

of the project as it became the communication portal to upload progress in the form of

pictures and news.

 

The One Week in June came very quickly and proved to be an overwhelming success.

Given that the programme took place during desperate times for RBS everyone should

feel especially proud of making the right things happen over seven days. Rob DR’s

leadership during this tough time together with the overt support of his board team were

key factors in the project’s success.

 

What was delivered?

The projects were diverse too many to name here but all made a huge contribution to

the lives of thousands of children and to the environments in which they live and play.

 

In summary:

• 43 local project teams delivered 50 projects in their communities

• 2142 people volunteered for community activities and thousands more

participated in fundraising and awareness activities

• 7539 hours volunteered - Commercial cost to hours volunteered £143,241.00 (=

7539 hours*£19)

• £54,276.00 raised for their worthy causes

• By utilising the talent population and an in house services team the project saved

£2.11m in equivalent intermediary fees

• 92% of people say they will volunteer again and there have been many

requests to repeat the programme in 2010

• 99% have a positive view of RBS in the community with 31% saying their view had

actually improved

65 % are now more aware of community investment in RBS

Principles of success:

The programme was set up and led utilising the principles of Mission Performance

Leadership. This more than anything else enabled the level of benefits detailed above.

“This was a great project to be involved in - pitched at the right level, with

the right level of support. The amount of trust shown was hugely

appreciated. We (UK North Regional Coordinators) are both experienced Ops

Managers of some years standing, so i think we relished the opportunity to

be left pretty much to it within parameters and in knowledge support

would be forthcoming if required. We didn’t need to be hand-held or spoonfed

- so big thanks for not doing so! The whole project made me feel

genuinely empowered, and I got a tremendous buzz from helping the Local

Co-ordinators. I’m not just saying this - it was a truly memorable

experience to be part of - and I feel that I played my part in making it such

a success in GTS Ops North and across the globe. Thank you for the

opportunity” Simon Smith, UK North Regional Coordinator

 

Mission runs a series of programmes that support the adoption of the principles that

enabled this project’s success. We teach them every week to a wide variety of

organisations in many formats.

Leadership development need not be costly or complicated. The right things done well

supported in the right way will deliver you success whatever the objective and scale.

For more information on Mission’s approach to leadership please speak to us on the

numbers below.

Background:

 

One Week in June was a global community engagement programme designed to (1)

build a global team (2) engage the global RBS Manufacturing Operations community

and to (3) deliver something meaningful for worthy local charities around the world.

Mission Performance pioneered One Week in June as a means to develop a shared

sense of purpose across 40 countries. Mission also designed and supported the project

globally on behalf of its sponsor and global head Rob De Ridder.

The programme was facilitated using Mission’s approach to developing and leading

organisations and teams.

The project cost less than £12,000.00 to deliver but returned in excess of £2 million in

net value to RBS Manufacturing Operations globally.

 

What happened?

Mission delivered a successful community team development programme in Chennai

(India) for the GTS operations board of RBS Manufacturing Operations in July 2008.

Following the success of the programme the team leader, Rob De Ridder was keen to

enable others to take part in similar experiences. His specific objective was to reach out

to those less fortunate than themselves and to give something back by working with their

local communities.

In discussion with Rob, Mission suggested that they replicated what they had achieved

in Chennai for every location that RBS Manufacturing Operations had a presence. From

this initial discussion (over dinner) the project was officially sanctioned. Mission began

working with Claire Gillingham (HR) and Sara Moxon (Communications) to develop the

plan.

 

Initially Mission designed and led the programme until it reached a stage where it could

be managed by a small global steering committee of which Rob Lewis was a member.

Mission provided the principles and ethos against which the programme was delivered

The scale of the programme was huge. With just over 8000 GTS Ops people located in

over 40 countries. On a budget of less that £12k we had to think creatively.

The plan was to adopt a week in June (3 –10 June) and to enable 40+ global teams to

choose and then work with their charities during this week provided they benefited

children and/or the environment.

 

From a very early stage Mission Performance Leadership (MPL) was used to plan,

communicate and coordinate the project around the world. Mission wrote a briefing

document that defined Rob’s intent and mission for the project combined with a set of

realistic controls, expectations and milestones.

Mission’s view was that the project should be delivered by the global talent community at

two seniority levels. One level would operate at a regional level and coordinate the

second group working at the local level within each country. Provided that their roles

were clearly defined and that they felt empowered to make decisions this structure would

work. These Talent groups would be led and supported by a four person global steering

team based in London made up of Mission Performance, RBS Communications and

RBS Community Investment representatives.

 

This also underpinned the principle that the project would be faciliated by those most

qualified to do so at the local level. This approach also provided a perfect opportunity to

exercise the talent in building and leading project teams around the world. It also helped

to maximise the net ROI,as every penny spent in setting up and paying for the project

would dilute the money raised. In addition the economic climate meant that there was

simply no budget for a project of this scale to be managed in any other way.

Once Mission had written and prepared the framework for the project, Rob DR was able

to communicate his Teachable Point of View (TPoV) to all of the regional and local

coordinators.

Once everyone understood his intent and their role in delivering it the project teams

began to execute against their regional and local missions. Thereafter there were a

series of fortnightly surgery audios designed to support the regional and local

coordinators.

This process was supported through the adoption of a series of simple control measures

to manage risk. These included a project-scoping template, a basic health and safety

risk assessment and a series of power point documents designed for discussion during

the fortnightly surgery calls.

Once the local coordinators had scoped out their proposed projects these were validated

by the regional coordinators in the first instance and then submitted to the global

coordinators for final authorisation. In every aspect of the project, trust was

demonstrated by the global steering team to ensure that decision making cycles were

shortened and ‘delegation upwards’ discouraged. All key features of Mission

Performance Leadership.

 

Once the in country projects had been chosen and the teams had formed using

Mission’s model of high performance team work, the work of the global steering turned

to communicating the programme internally within RBS.

Utilising a sharepoint facility and an intranet site the communication’s team galvanised

the communication for the project. They also provided a communications pack for in

country teams to engage their local colleagues.

 

This intranet and sharepoint site would prove invaluable during the final and latter stages

of the project as it became the communication portal to upload progress in the form of

pictures and news.

 

The One Week in June came very quickly and proved to be an overwhelming success.

Given that the programme took place during desperate times for RBS everyone should

feel especially proud of making the right things happen over seven days. Rob DR’s

leadership during this tough time together with the overt support of his board team were

key factors in the project’s success.

 

What was delivered?

The projects were diverse too many to name here but all made a huge contribution to

the lives of thousands of children and to the environments in which they live and play.

 

In summary:

• 43 local project teams delivered 50 projects in their communities

• 2142 people volunteered for community activities and thousands more

participated in fundraising and awareness activities

• 7539 hours volunteered - Commercial cost to hours volunteered £143,241.00 (=

7539 hours*£19)

• £54,276.00 raised for their worthy causes

• By utilising the talent population and an in house services team the project saved

£2.11m in equivalent intermediary fees

• 92% of people say they will volunteer again and there have been many

requests to repeat the programme in 2010

• 99% have a positive view of RBS in the community with 31% saying their view had

actually improved

65 % are now more aware of community investment in RBS

Principles of success:

The programme was set up and led utilising the principles of Mission Performance

Leadership. This more than anything else enabled the level of benefits detailed above.

“This was a great project to be involved in - pitched at the right level, with

the right level of support. The amount of trust shown was hugely

appreciated. We (UK North Regional Coordinators) are both experienced Ops

Managers of some years standing, so i think we relished the opportunity to

be left pretty much to it within parameters and in knowledge support

would be forthcoming if required. We didn’t need to be hand-held or spoonfed

- so big thanks for not doing so! The whole project made me feel

genuinely empowered, and I got a tremendous buzz from helping the Local

Co-ordinators. I’m not just saying this - it was a truly memorable

experience to be part of - and I feel that I played my part in making it such

a success in GTS Ops North and across the globe. Thank you for the

opportunity” Simon Smith, UK North Regional Coordinator

 

Mission runs a series of programmes that support the adoption of the principles that

enabled this project’s success. We teach them every week to a wide variety of

organisations in many formats.

Leadership development need not be costly or complicated. The right things done well

supported in the right way will deliver you success whatever the objective and scale.

For more information on Mission’s approach to leadership please speak to us on the

numbers below.