Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
The Stroke Association, servant leadership, and Transformation
Cass Business SchoolMaster class Lecture
21 April 2010Jon Barrick
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Management styles…only last week….• “A new survey of 5,000 staff highlighted the
three most common management styles within UK workplaces as:
• authoritarian (21%), • bureaucratic (16 %) • and secretive (13 %). • Only 10 % describe their bosses as
accessible • 7% per cent think senior staff within their
organisation are empowering.”
50%
Chartered Management Institute survey April 2010
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Openness, Transparency, key characteristics of the servant leader
1. Understanding followership2. People first3. Accountability and responsibility4. Foresight5. Strength6. Openness to Knowledge7. Entheos
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Superior, most productive organisations
“Are those where there is:• the largest amount of voluntary action,
people do the right things, things that
optimise total effectiveness,
• at the right times-
• because they understand what ought to be done,
• they believe those are the right things to do,
• and they take the necessary actions without
being instructed .”
From Robert Greenleaf “servant leadership”
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Where were we 5 years ago?• 337th in charity rankings• Below 1% prompted, and 42% prompted
awareness• Never been in Britain's most valuable charity
brand list• A place where people started charity career
then moved on• The England and Wales bit left over from the
breakup of Chest Heart Stroke in 1991
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
2004 Challenges• Needed Government and public to
take notice of Stroke being number
1 cause of serious long term disabilities, which is also the 3rd biggest killer
• Senior Trustees wanted to be UK wide
• Senior Trustees wanted big improvement in Stroke Care
• Senior Trustees wanted more funding for Research
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Positive Resources
• Stroke Experts were supportive• Fantastic Chairman and grouping of good
Trustees• 320 staff• Networks with other organisations• Reserves, financially solvent• Regional structure, • Good reputation for research• Provided services to 1 in 4 stroke survivors• A cause that was crying out for attention
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Tactically to achieve dreams;1. Would need everyone in and around the
association to work collectively and to a plan.
2. Would need bigger mass than the Association alone to drive improvement
3. Would need to raise profile of stroke as a prerequisite to a leap forward.
If we could do above then would have competitive advantage over slow , silo working, bureaucratic organisations
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
People First• “Would need to
ensure everyone in and around the association was working collectively and to a plan”
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Good People want great purpose and meaning• followers follow because leaders serve a
purpose for them. The essence of servant leadership is to understand that and engage on that basis
• leaders serve followers• Google search found;
Leadership 108 million referencesFollowership 117,000
• Great leaders deliver because of the quality of followership
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Followership
• Followership can confer or withhold the power to act • All are leaders or followers at different times in the process
we had to unite all people in the association in a unified vision around a radically different culture.• Without these changes the other huge
issues would not be addressed.
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
People first?
• Get everyone to understand their importance
• Get everyone to understand their part to play in the big scheme
• Get success underway
• Get Trust growing
• Make it personal, values….
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
What do we want from others, respect
• To be heard and understood
• If you disagree don’t humiliate me
• Acknowledge my possibilities
• See that I act from good intentions
• Give me feedback , the truth, with compassion
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
• little training and development,
• only 30% of people had appraisals,
• pay and rewards were in the lower half of charity salary ranges,
• no colleague consultation mechanisms,
• Progress by leaving• loose teams or no
teams in place• some staff felt out of
control of their own situation
• No clear collective goal
• 100% Appraisals• Pay and rewards
moved to above average
• Meaningful colleague consultation underway
• Success means more talented people wanting to work for us,
• sickness and turnover figures consistent downward trend
• Staff conferences• Staff newsletters• CEO blogs and emails• Centrality of team• Celebrate success
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
People First• Passion and right values. Value
driven organisation, value driven people.
• It’s not just a job, there is a spiritual refreshment in each achievement towards the goal. Many colleagues had this sense of passion and strength, but it wasn’t something that was talked about or seen as a primary competence or factor in the organisations calculations about recruitment or promotion.
• Disempowering cultures
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Awful leadership Behaviours
Arrogance Not facing the facts, believing you are right and everyone else is wrong yet again
Melodramatic Flamboyance and style, you need to be the centre of attention
Volatility Mood shifts are unpredictableWho’s going to turn up today
Excessive caution you’re afraid to make decisions – churn instead of movement
From “Why CEO’s fail”, Dotlich and Cairo, publisher Jossey Bass
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Distrustful The world of us and them, the leader focuses on the negatives
Aloofness Disengaged and disconnected. Don’t show weaknesses. Leave others to deal with conflict
Rule Benders Taking pleasure in provocative ideas, think rules don’t apply to them and usually don’t see through plans. Mischievous
Eccentricity A workstyle to be different for the sake of it, refusing to collaborate in expected productive manner, confuse and confound others with your approach
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Duplicity Private agenda, Public illusion. What you say is not what you believe saying one thing publicly and doing another
Perfectionism Focus on small detail and don’t grab the big picture
Mr Popular No backbone, aiming to please. So flexible no one knows where you stand, or consequently where they stand.
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Everyone working collectively and to a plan
• We united everyone around our compelling reason for being, our cause - consultations on Vision, Mission, • Open Transparent plan and open
consultation, with performance expectations• New Processes and structures to
enable transparent organisation
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Reinforcing loops• Delivered some quick wins related to
colleagues suggestions• Feedback on progress of plans and
discussions (Incl Balanced scorecard)• Stress Unity across the association• The psychological distance from top to
bottom shortened• Created teams where before they hadn’t
existed
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
The glue of Trust has to be earnt
• Hard to be a servant leader if there is no trust
• The glue between leader and follower• The glue that enables people to be followers
and also leaders at different points in the delivery cycle
• The glue that enables difficult discussions to happen, be resolved, and to grow people stronger in the process
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
4 dimensions of enabling trust as a leader
• Likeability- which arises from humour, vitality, caring, kindness, sensitivity, personality, warmth, compassion, fallibility,
• Personal Power- which arises from self confidence, charisma, appearance, self control, ruthlessness, authority, personal positioning, gravitas, presence
• Capability- Good Judgement calls, relevant knowledge, dedication, track record, reliability, experience, wisdom.
• Respect - which arises from courage to pursue the right thing, integrity, honour, loyalty, honesty, clear understandable values.
Framework developed by the Leadership Trust
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
The Johari Box
Disclosure
Hidden
self knows but hides from others
Open
to others and to self
Unknown
to self, to others
Blind
to self but others know
Known
Unknown
Self
To Increase interaction increase the open and shrink the hidden.
Have to seek feedback to shrink the blind box.
To shrink the unknown have to try new things, or expose
status quo.
Rules
Information
Process
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
The Johari Box
Disclosure
Hidden
Open
to others and to self
Unknown Blind
Known
Unknown
Self
To Increase interaction increase the open and shrink the hidden.
Have to seek feedback to shrink the blind box.
To shrink the unknown have to try new things, or expose
status quo.
Rules
Information
Process
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Trust, Systems thinking
• Instead of individual blaming look for the fault in the system
• root cause detection will show up links and loops to other parts of your work system
• solutions lay in developing fool proof systems and enhanced team play
• consideration and dialogue between teams and alterations to assumptions and systems.
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Expressing Love, support, affection
• Time,
• Touch,
• Gifts,
• Tasks,
• Talk
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Accountability and responsibility• leaders should think, speak,
and act as personally accountable to all who may be affected by your thoughts, words and deeds
• THINK Power relationships turned upside down, altered,
• the leader is answerable to the followers
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Making leadership accountable• Not only to Trustees• Directors roadshows• Open door policy• Walking the floor• Visit every place in the UK once a year• Try to create feedback opportunities• No duplicity, walking the talk
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Foresight and Strategy creation
• The ability to see and grasp
future events
• The failure of leadership, is the failure yesterday to foresee today
• Failure to prepare for future scenarios constrains options , often leaving only the power to command, forcing choices between bad options.
• Foresight is the central ethic of
leadership
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Foresight and stewardship• Had a 5 year plan, because people had the
right to see the big picture, needed to be able to grasp the final objectives we were striving for
• Understood the way change now would result in future progress
• Longer term timeframes engender purpose and security in change
• Failsafe built in of review at 2.5 years
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Building mass, enabling stakeholders to work together
• United all stroke care professional bodies, and patient organisations in a coalition, the UK stroke Forum.
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Building mass by putting beneficiaries at the centre of what we’re about.
• Growing service quality and reach to stroke survivors and their families, in direct face to face support.
• Campaign supporters network
• Media Volunteers• Users given 50% of the say
on research project selection
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Building Mass through partnerships and coalitions• Aphasia alliance 12 organisations• Stroke Club affiliation 350
organisations• NAO, and DH officials• Campaigns with other charities,
Professional stroke care associations
• Uniting the Stroke Care world to achieve National stroke strategies (a stroke plan in Wales) in each of the 4 UK countries
• Stroke Alliance for Europe, SAFE • Stroke Survivors and families
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Need to raise profile of stroke as a prerequisite to a leap forward.• Broad 3 stages over 15 year period PR plan
1.Get the public and decision makers to be aware of stroke and that something must be done
2.Next sequence is to show something is being done and progress is now being made
3.Following sequence to show that battle is being won
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Servant Leadership as a model, further reading;
• Robert Greenleaf, The Servant as Leader
• Larry Spears ed, Reflections on Leadership
• James A Autry, Love and Profit, the Art of Caring Leadership
• Ken Blanchard, Leading at a higher level
• Peter Senge et al , The fifth discipline fieldbook
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
We want a world where there are fewer strokes and all those touched by stroke get
the help they need.
www.stroke.org.uk
All these things that we have done
The Stroke Association 2004 to 2010
With many thanks to Jo Fisher
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
• A stroke is a brain attack
• It can affect anyone of any age
• Number one cause of severe long-term adult disability
• Soon to become the second biggest killer in the World
2004: Low awareness of stroke
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
• Around 150,000 people have a stroke each year in the UK
• Each year about 35,000 people will die
• About 38,000 people will be severely disabled
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
But stroke is preventable and treatable…
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
2004
• We need fundamental change to drive improvement in stroke care and research
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Our aim is for stroke to be talked about and treated as of equal importance to cancer and heart disease
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
2005 General Election: A chance to raise issues of poor stroke care and low awareness
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
We said: Take notice or people will die or suffer unnecessarily
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
It’s the money…National Audit Office report, November 2005
• Our networking pays off
• Deemed “the most damning report on a health issue”
• Makes the Government take notice
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Christmas comes early:
Winner, Medical Charity of the Year2005
Fundraising abseiler
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
2006: Building coalitions
• We work with others to grow in strength
• We team up with Different Strokes to show how stroke affects people of working age
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Association of Chartered Physiotherapists Interested in Neurology , British Aphasiology Society , British Association of Stroke Physicians , British and Irish Orthoptic Society , British Psychological Society , British Society of Neuroradiologists , Chest Heart Stroke Scotland , College of Occupational Therapist Specialist Section - Neurological Practice , College of Paramedics , Connect , Different Strokes , Education for Health , NHS Stroke Improvement Programme , National Stroke Nursing Forum , Northern Ireland Chest Heart and Stroke Association , Northern Ireland Multidisciplinary Association of Stroke Teams , Older People & Ageing Research & Development Network (OPAN Cymru) , Royal College of Physicians , Royal College of Speech and Language Therapists , Scottish Stroke Nurses Forum , Society for Research in Rehabilitation , Speakability (Action for Dysphasic Adults) , The Stroke Association , The Tavistock Trust for Aphasia , UK Stroke Research Network, UK Swallowing Research Group
We create the UK Stroke Forum, a
coalition of 27 organisations,
to advance stroke
research and care
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
• After 4 conferences has grown to become
the biggest multidisciplinary stroke event in the world
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Winner, Best Healthcare and Medical Research Charity, 2006
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
We merge with Speechmatters to help stroke survivors in Northern Ireland
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
2007: We launch
“A stroke is a brain attack”
campaign
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
• English National Stroke Strategy launched, December 2007
• Includes ALL our 2005 Manifesto recommendations
The English Government joins us
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
• Targets
• Ring-fenced funding
• Goals on long-term support in the community
The Strategy includes:
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
The race to find treatments • We have been the
key funder of innovative stroke research for 20 years
• We achieve a National Stroke Research Network funded by Government
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Britain's Best Charity 2007, Finalist
Go UK-wide with Stroke Association Scotland being launched
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
We persuade the Government to finance a £12 million multimedia stroke awareness advertising campaign
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Building coalitions
• We play a key role in establishing and growing the Stroke Alliance for Europe (a consortium of 19 European stroke patient organisations)
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
• National Stroke Plan for Wales is announced
• Ring-fenced funding is included
The Welsh Government joins us
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
• The Northern Ireland Stroke Strategyis agreed
• Ring-fenced funding is included
And so does Northern Ireland
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
• Best Healthcare and Medical Research Charity, 2008, Finalist
• Britain’s Best Charity, 2008, Finalist
2008 awards
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Services for stroke survivors, and
their families
Our service contracts grow from 140 to 350
2009: Launch of our Life After Stroke Services Model
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Building coalitions: Stroke clubs
• 350 local stroke clubs are affiliated with us
• Each year stroke club conference attracts 200+ delegates
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Quality Assured
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
• Finalist: “Most impact on society”
• Finalist: “Best for social enterprise”
• Finalist: “Medical Charity of the Year”
Third Sector Awards, 2009
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
2010
• Doubled turnover £14 million (2004) to £29 million (2010)
• Awareness of stroke raised from 42% to 69% (MORI)
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Helping more people directly• Direct face-to-face
service provision to around 31,000 survivors and their families each year• Helpline dealing
with 22,000 enquiries per annum• 1.5 million information leaflets
delivered per annum
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Mass and Profile
Staff numbers up from 320 to 755
Big growth in volunteer
numbers For first time get into
Britain's best charity brand
list, at 58.
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Building a Values based Stroke Association
• Innovation
• Professionalism
• Passion
• Respect and openness
• Working together
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
The future: 2010-2015 Strategy
• Defend advances made
• Prevention a top priority
• Children and stroke
• More stroke research
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
The future: 2010-2015 Strategy
• Aim to have contact with 90% of stroke survivors within 14 days
• New assembly of stroke patients to be launched
• Will help more people
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
Five years on we have made stroke a top priority• 2010 Conservative Party Manifesto
– “We will measure our success on the health results that really matter – such as improving cancer and stroke survival rates .”
• 2010 Labour Party Manifesto– Labour is committed to “significantly
improving survival rates for cancer, heart disease and strokes .”
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
No one does it on their own…
Time Truth Hearts
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
No-one shines if we all don’t shine
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
All leaders, all followers…
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
One vision, multiple success, many people
Stroke helpline Website0845 3033 100 www.stroke.org.uk
www.stroke.org.uk
We want a world where there are fewer strokes and all those touched by stroke get
the help they need.