the leadership model for operational excellence total operational excellence conference, august 2012...
TRANSCRIPT
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The Leadership Model for Operational ExcellenceTotal Operational Excellence Conference, August 2012
Dr Gary Day CEO - AOGP
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Balancing Business Results and Employee Engagement• Building Trust
• Mastering Conflict
• Achieving Commitment
• Embracing Accountability
• Focusing on Results
(Lencioni, P. 2005, Overcoming the Five Dysfunctions of a Team, Jossey-Bass)
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Influencing and Engaging to Drive ChangeLaws of Change
• Things are the way they are because they go that way
• Unless things change they are likely to remain the same
• Change would be easy if it wasn’t for all the people
• 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
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Cost of Poor Organisational Change
• Organisational goals / outcomes• Staff instability / poor morale• Employee health (Ferrie,J., Shipley, M., Marmot, M. et.al 1998)
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• Personal Impact• Formal
• Psychological
• Social
Why is Change Resisted?
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Key Leadership Challenge
Determine what is a technical versus an adaptive problem / challenge
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Bridges, W. and Bridges, S. (2000) Leading Transition: A new Model for Change, Leader to Leader, 16, Spring.
What is needed is Change and TransitionChange is external (policy, practice, structure) Transition is internal (psychological reorientation before change can work)
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The secret to conflict resolution is to work out what is the root cause• Relationship-based
• Values-based
• Interest-based
• Structure-driven
• Data-based
• The conflict may be a combination of these
• Unresolved conflict always gathers energy and intensity
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Gaining Trust and Getting the Best out of People• Involvement
• Be clear about what is negotiable
• Leadership is about influence, Influence is about relationships
• Lead everyone differently
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Getting Stakeholder Buy-In
• Engagement and feedback
• Real consultation
• Be realistic about what you can promise
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Embedding Culture, Morale and Commitment
No matter what you do (or don’t do)....you have an impact on morale and culture
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Embedding Culture, Morale and Commitment• Team norms / values
• Hire by the values, hold to account according to the values, fire by the values
• Team ritual / celebration
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Morale• Direct impact of
leaders on morale• Personal Morale
• Team interaction• Consultation• Professional recognition• Patient abuse
• Organisational morale• Patient care• 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
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Thank you
Dr Gary Day
Mobile: 04222 36571