1. The Leadership Model for Operational Excellence Total Operational Excellence Conference, August 2012 Dr Gary Day CEO - AOGP

2. Balancing Business Results and Employee Engagement Building Trust Building Trust Mastering Conflict Mastering Conflict Achieving Commitment Achieving Commitment Embracing Accountability Embracing Accountability Focusing on Results Focusing on Results (Lencioni, P. 2005, Overcoming the Five Dysfunctions of a Team, Jossey-Bass)

3. Influencing and Engaging to Drive Change Laws of Change Things are the way they are because they go that way Things are the way they are because they go that way Unless things change they are likely to remain the same Unless things change they are likely to remain the same Change would be easy if it wasn’t for all the people Change would be easy if it wasn’t for all the people People don’t resist change; they resist being changed People don’t resist change; they resist being changed (Scholtes, P. (1988) The Team Handbook, Joiner) What you permit you promote. What you celevbrate you cultivate What you permit you promote. What you celevbrate you cultivate

4. Cost of Poor Organisational Change Organisational goals / outcomes Organisational goals / outcomes Staff instability / poor morale Staff instability / poor morale Employee health (Ferrie,J., Shipley, M., Marmot, M. et.al 1998) Employee health (Ferrie,J., Shipley, M., Marmot, M. et.al 1998)

5. Personal Impact Personal Impact Formal Formal Psychological Psychological Social Social Why is Change Resisted?

6. Key Leadership Challenge Determine what is a technical versus an adaptive problem / challenge

7. Bridges, W. and Bridges, S. (2000) Leading Transition: A new Model for Change, Leader to Leader, 16, Spring. What is needed is Change and Transition Change is external (policy, practice, structure) Transition is internal (psychological reorientation before change can work)

9. The secret to conflict resolution is to work out what is the root cause Relationship-based Relationship-based Values-based Values-based Interest-based Interest-based Structure-driven Structure-driven Data-based Data-based The conflict may be a combination of these The conflict may be a combination of these Unresolved conflict always gathers energy and intensity Unresolved conflict always gathers energy and intensity

11. Gaining Trust and Getting the Best out of People Involvement Involvement Be clear about what is negotiable Be clear about what is negotiable Leadership is about influence, Influence is about relationships Leadership is about influence, Influence is about relationships Lead everyone differently Lead everyone differently

12. Getting Stakeholder Buy-In Engagement and feedback Engagement and feedback Real consultation Real consultation Be realistic about what you can promise Be realistic about what you can promise

13. Embedding Culture, Morale and Commitment No matter what you do (or don’t do)....you have an impact on morale and culture

14. Embedding Culture, Morale and Commitment Team norms / values Team norms / values Hire by the values, hold to account according to the values, fire by the values Hire by the values, hold to account according to the values, fire by the values Team ritual / celebration Team ritual / celebration

15. Morale Direct impact of leaders on morale Direct impact of leaders on morale Personal Morale Personal Morale Team interaction Team interaction Consultation Consultation Professional recognition Professional recognition Patient abuse Patient abuse Organisational morale Organisational morale Patient care Patient care Team interaction Team interaction Day, G., Minichiello, V. and Madison, J. (2007) Nursing Morale: Predictive Variables Among a Sample of Registered Nurses in Australia, Journal of Nursing Management, 15, p274-284

16. Thank you Dr Gary Day Mobile: 04222 36571