helan bevan - organizational energy: the fuel of high performance
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Organisational energy:
the fuel of high performance
Helen Bevan
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“Energy, not time or resources,
is the fuel of high performance”
Loehr J and Schwartz T, 2003
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One of the most important leadership tasks in the era of
quality and cost improvement is to manage our own energies and
those of the people around us
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What is “organisational energy”?
the “activation” of the organisation’s human forces
the “activation” of the organisation’s human forces
“The extent to which the leaders of an organisation or system are able to put
things in motion (change, core initiatives, innovations etc) that mobilise the
intellectual, emotional, and behavioural potential of the people in the system to
pursue its goals”
Bruch and Vogel (2011) Fully charged: how great leaders boost their organisation’s energy and ignite high performance
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What happens to large scale change efforts in reality?
In order of frequency:1. the effort effectively “runs out of energy” and simply
fades away2. the change hits a plateau at some level and no longer
attracts new supporters3. the change becomes reasonably well established;
several levels across the system have changed to accommodate or support it in a sustainable way.
Source: Leading Large Scale Change: a practical guide (2011), NHS Institute
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Source: Bernard Crump/Helen Bevan
Anatomy of change Physiology of change
Definition The shape and structure of the system; detailed analysis; how the components fit together.
The vitality and life-giving forces that enable the system to develop, grow and change.
Focus Processes and structures to deliver health and healthcare.
Energy/fuel for change.
Leadership activities
measurement and evidence
improving clinical systems
reducing waste and variation in healthcare processes
redesigning pathways
creating a higher purpose and deeper meaning for the change process
building commitment to change connecting with values creating hope and optimism about
the future calling to action
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“You can’t impose anything on anyone and expect them
to be committed to it”Edgar Schein, Professor Emeritus
MIT Sloan School
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Source: Helen Bevan
From
Compliance
States a minimum performance standard that everyone must achieve
Uses hierarchy, systems and standard procedures for co-ordination and control
Threat of penalties/ sanctions/ shame creates momentum for delivery
From the old world to the new worldTo
Commitment
States a collective goal that everyone can aspire to
Based on shared goals, values and sense of purpose for co-ordination and control
Commitment to a common purpose creates energy for delivery
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Energy generators
Connection
How far someone sees and feels a connection between what matters to them and what matters to the organisation
Content
How far the actual role, job, task that someone does is enjoyable to them and challenges them
Context
How far the way that the organisation operates and the physical conditions within which someone works makes them feel supported
Climate
How far “the way we do things around here” encourages individuals and teams to give of their best Source: Stanton Marris
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Energy generators
Connection
How far someone sees and feels a connection between what matters to them and what matters to the organisation
Content
How far the actual role, job, task that someone does is enjoyable to them and challenges them
Context
How far the way that the organisation operates and the physical conditions within which someone works makes them feel supported
Climate
How far “the way we do things around here” encourages individuals and teams to give of their best
Source: Stanton Marris
• Which of these four Cs generates the most energy for the healthcare workforce?
• Which C is the most energy sapping?
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“The source of energy at work is not in control, it is in connection to purpose”
Don Berwick, 28th February 2012
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“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 (2011)
NHS Institute for Innovation and Improvement
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“Money incentives do not create energy for change; the energy comes from connection to meaningful goals”
Ann-Charlott Norman, Talking about improvements: discursive patterns and their conditions for learning, March 2012
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Discretionary effort
is contractual
is personal
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Four sources of energy
Source: adapted from Steve Radcliffe
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• Tendency to focus on intellectual energy– connecting intellect to intellect keeps us in our
comfort zone– it isn’t transformational
• We will achieve greater results if we link physical energy to emotional and spiritual energy
Conclusions about energies for quality and cost improvement in healthcare
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“Society becomes more wholesome, more serene, and spiritually healthier, if it knows that its citizens have at the back of their consciousness the knowledge that not only themselves, but all their fellows, have access, when ill, to the best that medical skill can provide.” Aneurin Bevan, founder of the NHS
Who understood the importance of spiritual energy?
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Leadership styles matter
Style Primary objective
Directive Immediate compliance
Visionary Providing long-term direction and vision for employees
Affiliative Creating harmony among employees and between the leader and employees
Participative Building commitment among employees and generating new ideas
Pacesetting Accomplishing tasks to high standards of excellence
Coaching Long-term professional development of employees
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Leadership styles used:the dominance of pacesetting
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“[as leaders]we hold ourselves accountable for the ways that we
manage our time and…our money. We must learn to hold ourselves at least equally accountable for how
we manage our energy: physically, emotionally, mentally and
spiritually”Loehr and Schwartz
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High
Low
Low High
Quantum(how much is
there?)
Direction(how focused is it?)
Stanton Marris Energy Index™
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Dimensions of organisational energy
INTENSITY: extent to which the organisation has activated its emotional, intellectual and behavioural potential
QUALITY: extent to which the energy is focused on, and aligned with, organisational goals and shared purpose
Source: Bruch and Vogel
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Negative PositiveQuality ( how aligned?)
The energy matrix
Source: Bruch and Vogel
Inte
nsit
y (
how
mu
ch
?)
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The complacency trap
Highly energetic and successful teams and organisations become complacent or inert or lose their ability to change and re-energise
Lulled by their success, they stop questioning the status quo and lose their alertness, passion and readiness to go to the limits and instead get overly satisfied, lazy or arrogant
Source: Bruch and Vogel
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Escaping the complacency
trap
• Identify and define a threat to the organisation
AND/OR• Identify and define an opportunity for the organisation• Create a common sense of urgency• Strengthen collective confidence that the organisation
can deal with the threat or rise to meet the opportunity• Strengthen collective confidence in the ability to meet
the threat/opportunity
Focus on threat or opportunity?
Source: Bruch and Vogel
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The corrosion trap
The underlying energy gets eaten away by negative competition between divisions or units or different parts of the system, and by internal rivalries and corrosive relationships within senior leadership teams This means that peoples’ discretionary effort, emotions, intellectual capabilities and vast reserves of human potential, don’t get directed to ignite and sustain the change effort
Source: Bruch and Vogel
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Escaping the corrosion trap
Energetic refocusing• Phase one: phase down negativity
– Name the “elephant in the room”– Destructive brainstorming– Identify and support “toxic handlers”
• Phase two: build a strong organisational identity– Refocus joint goals– Create collective commitment– Build and rebuild pride
Source: Bruch and Vogel
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The acceleration trap
Too many activities are initiated, localised projects are not sufficiently connected to corporate goals, people don’t feel conviction about, or meaning in, the change process and are left exhausted and highly stressed by change And the likely result? Underachievement of goals and difficulty in sustaining any changes made in the longer term
Source: Bruch and Vogel
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Escaping the acceleration trap
• Detect acceleration– Overloading (too much to do)– Multiloading (too many activities)– Perpetual loading (monotonous, continuous work)
• Stop the action– Ask teams what we can stop doing (“reverse innovation”)– Initiate “spring cleaning”– Create new systems for prioritising and managing projects– Take time-outs– Slow down to speed up– Build feedback systems
Source: Bruch and Vogel
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SUSTAINING ENERGY for the long haul
• Proactively manage energy– Assess and benchmark energy– Set goals around leveraging the energy– Role model within your own team– Show that you value the overall organisational purpose
above your own agenda
• Mobilise around distinctive challenges and opportunities• Forcefully cut corrosion• Decelerate energy when needed• Build energised leaders Source: Bruch and Vogel
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There has never been a time in the history of healthcare when this
perspective 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
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The change model
Engage and mobilise
for change at scale
Align the change
process with changes
in the drivers of system behaviour
Design for the spread
of innovation
Build Leadership
skills for transformati
on
Utilise an evidence based quality improvement methodology
Harness the power of measurement and transparency of information as drivers for change
Underpin change efforts by an effective programme / performance management approach
Connect the change process to a higher purpose
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If we want people to take action, we have to connect with their emotions through
values
actionaction
valuesvalues
emotionemotion
Source: Marshall Ganz
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The BevansName Dates Place of birth Occupation
Stephen BEVAN 1794- 1850 Bristol, England
Edwin Verry BEVAN
1832-1879 Bristol, England
Edwin Verry BEVAN
1862-1926 Bristol, England
Ernest Verry BEVAN
1904-1981 Bristol, England
Mervyn Ernest BEVAN
1929 - Bristol, England
Helen Joyce BEVAN
1960- Bristol, England
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The BevansName Dates Place of birth Occupation
Stephen BEVAN 1794- 1850 Bristol, England Sailmaker
Edwin Verry BEVAN
1832-1879 Bristol, England Shipper
Edwin Verry BEVAN
1862-1926 Bristol, England Ship’s captain
Ernest Verry BEVAN
1904-1981 Bristol, England Ship’s engineer
Mervyn Ernest BEVAN
1929 - Bristol, England Sailmaker
Helen Joyce BEVAN
1960- Bristol, England
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“You don’t need an engine when you have wind in your sails”
Paul Bate
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The BevansName Dates Place of birth Occupation
Stephen BEVAN 1794- 1850 Bristol, England Sailmaker
Edwin Verry BEVAN
1832-1879 Bristol, England Shipper
Edwin Verry BEVAN
1862-1926 Bristol, England Ship’s captain
Ernest Verry BEVAN
1904-1981 Bristol, England Ship’s engineer
Mervyn Ernest BEVAN
1929 - Bristol, England Sailmaker
Helen Joyce BEVAN
1960- Bristol, England Sailmaker