Creating a motivated workforce is one of the cornerstones for bolstering sustainable profitability

A well-motivated, fully engaged and happy workforce is far more likely to be better at thinking creatively, adapting to change and for producing strong, sustainable profits than one that is feeling constantly under the cosh - just as a happy school is a far better environment for learning.

A few years ago, I mentored a highly competent lawyer who had lost his mojo. The first ten minutes of his 'pre-session' were tearful. He went on to explain that his stress levels went through the roof each time he entered his workplace. His anxiety levels were negatively impacting on his home life and his sleep. His ability to win new business was shot. He told me that he would sometimes physically shake with nerves in the firm's underground car park wondering if he could carry on. Unceasing pressure from his fellow partners abounded and an unequivocal decision had been taken that he had to go. Sadly, they had neglected their problem for too long and there was no turning back. At least practical support was now being provided. Fortuitously I knew of another firm that was actively seeking someone with a similar skillset. Sensitively rebuilding the self-confidence needed to apply for something new was one dimension to what was needed. My candidate was able to reinvent himself in a fresh environment and he has since become one of the best practitioners in his niche. Of course, my friend is altogether happier again and this has helped him become a powerful magnet for attracting new business. More than that, he is now his new firm's highest fee earner by a margin. This was an unusual task for me as 99% of my work is about developing and retaining senior-level staff, including the boss.

Lord (Mark) Price, previously Minister of State for Trade and Managing Director of Waitrose, wrote in The Daily Telegraph (07.09.18) about Maslow's Triangle - the much cited 'hierarchy of needs', which business performance coaches and mentors learn about at college. Maslow argues that basic human needs are physiological (food, water, warmth and rest) followed by safety (such as a roof over one's head). Belongingness and love lead to the next level, self-esteem. Towards the top of the triangle is self-actualisation (realising your full potential), which is where leadership coaching and mentoring are so important. At the pinnacle of the triangle is 'self-transcendence', which is when we realise that it is time to hand something back to society. This can be achieved through donating one's money or one's time or both. I believe successful entrepreneurs should aim to give time and money as this combination is so much more powerful and inspirational both for donors and recipients. Lord Price's ongoing research has applied Maslow's Triangle to different industries including Agriculture, Architecture and Engineering, Automotive, Business and management services, Construction, Education, Energy, Entertainment and Media, Fast moving consumer goods, Financial Services, Healthcare, Legal Services, Marketing and Advertising, Non-Profit, Public Sector, Retail, Technology, Transportation and logistics and Travel and Leisure. Management, it turns out, scores lowest on the happiness scale, which may disappoint those who regard it as their holy grail. Leading can be a lonely place though, with the right professional support, it can also be the best.

Coaching and mentoring leaders is my second career following 18 years of running a branding and corporate communications agency. I support most of the sectors covered in this piece of research, particularly in the worlds of legal services, accountancy, and education. My support often involves helping people achieve a 'balanced scorecard' of expertise. I have discovered that to climb the hierarchy of needs and to be truly happy doesn't come as fast for those who only excel in technical competences alone. I've noticed that my candidates are an interesting and healthy mix of those perceived to be 'underperforming' in certain critical areas (such as leadership, communication, self-organisation, time management, negotiation skills, delegation skills and so forth) and those high performers who need a stretch to keep them fully engaged and motivated. Forget your highest performers at your peril as they are the ones who find it easier to walk. As leaders and teachers, we need to balance our support and encouragement across our whole teams and not just the overly needy.

There are a wide variety of coaches out there. I used to provide eight two-hour sessions spanning eight months though I now offer just eight hours in total - I've got much faster and more experienced over the years and I find this accelerated delivery works best for the typically time-stretched leader. I'm so convinced that I can deliver long-lasting positive change in this comparatively short amount of time that I go on to offer UNLIMITED free support for the next ten years. Of course, there's a caveat to this seemingly bonkers offer - if I feel a candidate would benefit from an extra session then this has to be applied... though I've only triggered this once in the last ten years.