@helenbevan Follow on ADASS/SCIE seminar Leading through turbulence 11 January 2013 Helen #NHSchange
@helenbevan Some themes from today (and some things I want to add) Build common purpose/shared purpose/burning ambition (and avoid de facto purpose) You can’t go halfway when you start working with “intrinsic” factors Frame our messages to connect It starts with me
@helenbevan There has never been a time in the history of health and care when this advice has been more pertinent “Leadership is not about making clever decisions and doing bigger deals. It is about helping release the positive energy that exists naturally within people” Henry Mintzberg
@helenbevan NHS Change Model
@helenbevan “large scale change is fuelled by the passion that comes from the fundamental belief that there is something very different and better that is worth striving for” Leading Large Scale Change NHS Institute
@helenbevan [Shared] purpose goes way deeper than vision and mission; it goes right into your gut and taps some part of your primal self. I believe that if you can bring people with similar primal-purposes together and get them all marching in the same direction, amazing things can be achieved. Seth Garguilo
@helenbevan Avoiding “de facto” purpose What leaders pay attention to matters to staff, and consequently staff pay attention to that too Shared purpose can easily be displaced by a “de facto” purpose: hitting a target reducing costs reducing length of stay eliminating waste completing activities within a timescale complying with an inspection regime If purpose isn’t explicit and shared, then it is very easy for something else to become a de facto purpose in the minds of the workforce Source: Delivering Public Services That Work: The Vanguard Method in the Public Sector
@helenbevan What focus for our improvement projects? Source: 100 improvement projects on national improvement leadership programme October 2012
@helenbevan AND
@helenbevan “A cynic, after all, is a passionate person who does not want to be disappointed again” Zander R and Zander B (2000) The art of possibility. Harvard Business School Press. As quoted by Steve Onyett
@helenbevan Framing Is the process by which leaders construct, articulate and put across their message in a powerful and compelling way in order to win people to their cause and call them to action Snow D A and Benford R D (1992)
@helenbevan If we want people to take action, we have to connect with their emotions through values action values emotion Source: Marshall Ganz
@helenbevan Effective framing: what do we need to do? 1.Tell a story
@helenbevan Effective framing: what do we need to do? 1.Tell a story 2.Make it personal
@helenbevan Effective framing: what do we need to do? 1.Tell a story 2.Make it personal 3.Be authentic
@helenbevan Effective framing: what do we need to do? 1.Tell a story 2.Make it personal 3.Be authentic 4.Create a sense of “us”
@helenbevan Effective framing: what do we need to do? 1.Tell a story 2.Make it personal 3.Be authentic 4.Create a sense of “us” (and be clear who the “us” is) 5.Build in a call for urgent action
The Bevans NameDatesPlace of birthOccupation Stephen BEVAN Bristol, England Edwin Verry BEVAN Bristol, England Edwin Verry BEVAN Bristol, England Ernest Verry BEVAN Bristol, England Mervyn Ernest BEVAN Bristol, England Helen Joyce BEVAN 1960-Bristol, England
The Bevans NameDatesPlace of birthOccupation Stephen BEVAN Bristol, EnglandSailmaker Edwin Verry BEVAN Bristol, EnglandShipper Edwin Verry BEVAN Bristol, EnglandShip’s captain Ernest Verry BEVAN Bristol, EnglandShip’s engineer Mervyn Ernest BEVAN Bristol, EnglandSailmaker Helen Joyce BEVAN 1960-Bristol, England
“You don’t need an engine when you have wind in your sails” Paul Bate
The Bevans NameDatesPlace of birthOccupation Stephen BEVAN Bristol, EnglandSailmaker Edwin Verry BEVAN Bristol, EnglandShipper Edwin Verry BEVAN Bristol, EnglandShip’s captain Ernest Verry BEVAN Bristol, EnglandShip’s engineer Mervyn Ernest BEVAN Bristol, EnglandSailmaker Helen Joyce BEVAN 1960-Bristol, EnglandSailmaker