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Leadership is key to Outperformance

Leadership doesn’t have anything to do with job titles or an individual’s place on an organisational chart. It’s an attitude of mind. What good leaders have in common is that they can identify a goal and motivate other people to work towards it.

Our research shows that in an Outperforming organisation, employees use their initiative more, feel more responsible for the organisation’s goals and more able to challenge the status quo. They are more ready to lead, when the situation demands.

“Leadership is too important to be confined to the boardroom.”

Paul Devoy, Head of Investors in People

What makes an Outperformer?

the ability of an organisation to achieve results that are consistently better than a chosen peer group.
an organisation with a clear purpose that uses benchmarking to continually stay ahead of its peers.

To find out more about Outperformance, and how you can achieve it, download our guide here >>

Becoming an

Outperforming team

Sir Dave Brailsford MBA, CBE is the coach who led the British cycling team to victory in two Olympics and produced two British winners of the Tour De France within four years.

He is also recognised  for his theory of marginal gains – the philosophy that achieving a significant improvement overall can be obtained by a large number of marginal increases.  In this video, Sir Dave talks about motivation, realistic benchmarking and the characteristics of an Outperforming team.

We asked Sir Dave for his Top 5 Tips for business leaders - read them here >>

Methodology for Investors in People 2015

We took the body of academic research as our starting point. Then we combined it with our own analysis based on hundreds of case studies – in academic journals, in the reports of research institutes and professional bodies, in the publications of management consultancy firms, and the practitioner research carried out by large, global organisations.

Finally, we used crowd sourcing to test our conclusions. We worked closely with over 1000 organisations of all sizes and in all sectors to ensure that our academic findings were relevant to the needs of actual, existing organisations.

The characteristics of high-performance organisations

In 2010, André de Waal first published this important paper. He undertook a meta-analysis of 290 examples of continuous organisational success to identify key themes.

In purely financial terms, these Outperforming organisations achieved revenue growth, profitability, ROI and total shareholder return significantly above the average.

And in the area of non-financial performance…they achieved much higher customer satisfaction, customer loyalty, employee loyalty and quality of products and services than their less able counterparts.

Dr André de Waal
Academic Director HPO Center

Tips from the experts

What does Outperformance mean in practice? How do organisations need to change? How do they continue to improve? We asked two of the industry’s leading voices for a personal view.

Peter Cheese: Top 5 Tips for business leaders.
As the Chief Executive of the CIPD, Peter is committed to “the people agenda”. 

Click here to download the full guide.

Sir Dave Brailsford: Top 5 Tips for Outperformance.
Sir Dave is the coach who led British cycling teams to victory in the 2008 and 2012 Olympics and produced two British winners of the Tour De France in four years. Who better to ask about building a winning team?

Click here to download the full guide.