MAS

The Manager’s CodePutting People First

Derek Mowbray

MASPurpose of a Code

Central guide to users in day to day decision making

Reflects the organisation’s purpose, mission, values and principles

Helps to resolve ethical dilemmas

MASBackground

Concern over number of vacancies for senior management posts

Concern over the outcome of staff surveysbullying, harassment, disengagement

Concern over the levels of sickness absence, staff turnoverand presenteeism due to psychological distress

Concern over the attrition rate amongst top managers

Concern over unfavourable management culture

MASChallenge

How to bring about change without adopting the same approachthat causes the current concerns?

Implicated -culturecommand/controlpolicingblamedefenceregulationtargets

MASApproach

To engage professional bodies, trade unions and development agencies as catalystIHM, MiP, RCN, BMA, DoH, BPS, HSE,RCGP, WAG, Health Foundation, Dame Carol Black

To use a strategy of conviction as the change strategy

To identify the key influences relating to wellbeing and performanceCommitment and trust leading to engagement

To promote a Positive Work Culture as a means of tackling concerns and achieving the highest quality healthcare

MASWellbeing

‘If people feel well they perform better than people who feel ill’

Idiosyncratic

People can feel ill without being diagnosed with illness

People can feel well whilst being diagnosed as ill

MASPerformance

AppropriatenessEfficacyEffectivenessEfficiency

Cultural foundationsPurposeArchitectureRulesBehaviour

Task

DeviationRepetitionHesitation

SkillsKnowledgeExperience

Level A skillsbehaviours

Level B skillsprocesses

Level C skillseclectic experiences

MASSkills, knowledge and experience of managers

Level A – the behaviours that build and sustain commitment and trust

Level B – the skills to follow processes described by protocol

Level C – the eclectic skills, knowledge and experience needed to address any issue at any time of any complexity

MASThreats to wellbeing and performance

Primary

threat

Leaders

Managers

People

SecondaryThreatCulture

OrganisationsChangeMergers

AcquisitionsCollapse

Growth and expansionDownsizing

Loss and bereavement ‘Rules’

StructureAmbiguityAccidents

Illness

TertiaryThreatConflict

HarassmentBullying

DiscriminationAutocratic leadership

IntimidationInsecurity

Lack of personal control

Job insecurityFear

Poor performanceIsolation

Excess demandsBoredom

ImpactIncreased costs

Under performanceHigh sickness and absence

High staff turnoverReduced profits

Poor qualityLower market share

Recruitment difficultiesNegativity

Low performance

MASThe Iceberg Effect or Presenteeism

sickness absence/staff turnover

occupational health servicesemployee assistance programmes

procedurespolicies

M I S E R Ytrapped

poor relationships

rotten culture

heavy workload

boredom

harassmentdiscriminationbereavement

change

rigid working practices exhaustion

no involvement

bullying fear

MASCosts

58%Iceberg Effect

32%Sickness absence

10%Staff turnover

Costs of ‘The Iceberg Effect’as a proportion of total costs

attributable toPsychological distress at work

MASThe X-Factor in wellbeing and performance

X = conteXt

A = activating event(within the cultural context of the organisation)

B = thoughts, emotions and behaviours(reaction to activating event)

C = consequential outcome(the manifested response to an event)

The XABC formula

MASThe Manager’s role

To manage their own organisation

To manage people

To manage services

MAS

•a clear, unambiguous purpose, expressed as a simple ‘big idea’, an idea which all the staff relate to closely, and are proud to discuss with friends and colleagues.

• an atmosphere of confidence, where all the staff are interested in each other, support each other, and project this confidence towards clients and customers.

• staff who behave respectfully towards each other, value each other’s views and opinions, work in teams which are places of mutual support, where anything is debated without a hint of humiliation, where the critique of individual and team work is welcomed, discussed and where lessons are learnt and implemented.

• staff who ‘go the extra mile’ by providing unsolicited ideas, thoughts, stimulus to each other, and where their interest in their customers offers something more than is expected, beyond courtesy, and beyond service, offering attentiveness and personal interest.

• challenges for their staff, that provide opportunities for personal development through new experiences, and which treat everyone with fairness and understanding.

• staff who are personally driven towards organisation and personal success - intellectually, financially, socially and emotionally.

Characteristics of a Positive Work Culture

MASCommitment and trust

Unambiguous purposePrideConfidenceInterestSupportTeamsRespectfulCritiqueLearningUnsolicited ideasCourtesy

AttentivenessPersonal interestChallengesPersonal developmentFairnessUnderstandingIntellectual successFinancial successSocial successEmotional success

MAS

Organisation purpose

Organisationarchitecture

Organisation‘rules’

Organisation‘how to play the game’

Organisationdevelopment

Organisation Development

Derek Mowbray 1994

Building a Positive Work Culture-managing the organisation

MASPositive Work Culture

- managing the organisation

Purpose

Architecture

Rules of the game

How to play the game

The ‘big idea’

Structure

JobCareer opportunity

CitizenshipTraining and development

Manager-employee relationship

Manager encouragement

Team work

Work life balance

Building and sustaininga

Positive Work Culture

MASPersonal attributes and

behaviours – managing people

Personal attributes

AttentivenessTrustworthiness

Demonstrate wisdomAssertive

Intelligence with humourPassion

Direction with committed ambition

Address individual needsNurture

PeopleLeaders

Managers

Behaviours

AttentivenessPolitenessCourtesy

Personal communicationBody language

Addressing needsEmpathetic

Intellectual flexibilityEmotional intelligence

NegotiationSharing

ReliabilityHonesty

ClarityFairnessHumility

Conflict resolutionEncourage contribution

EngagementCommitment

TrustResilienceTolerance

MASManager behaviours- managing people

Attentiveness

Encouragement

Conflict resolution

Reliability

Intellectualflexibility

Behaviours that promotecommitment, trust

andengagement

MASManaging the service

The 4S Model of Ethical Leadership

Status – profile of an ethical person

Staff – behaviours that promote engagement

Service – behaviours that produce the highest quality and standards of service

Society – behaviours that demonstrate a concern to prevent harm in society

MASThe Manager’s Code

Putting People First

Code 1 – Managing the organisationpurpose, structures, rules

Code 2 – Managing peoplestatus, staff and the public,

Code 3 – Managing the servicedecision making, service, society

MASImplementation

- challenge

Embedding wellbeing and performance into organisation strategy

Embedding a Positive Work Culture into organisation strategy

MASImplementation

Option A – linked to contract of employment

Option B – criteria for membership and fellowship of IHM

Option C – criteria for accreditation

Option D – voluntary

MASImplementation- national level

Create a Centre for Wellbeing and PerformanceDriving force; joint venture; licensing body; training; facilitation; coaching

Training programmesManaging organisations, people and services

Cascade Code messagesArticles; reviews; media; competition

Annual Practice CertificatesLicence to practice; linked to professional membership;

MASImplementation

- local level

Facilitating top team developmentAwareness; organisation strategy; re-design; action; leadership

Training programmes in manager behavioursDeveloping attributes; behaviours; actions; appraisal

Cognitive CoachingThinking differently

Raising awareness of wellbeing and performance amongst all staffTraining, smart cards; appraisal; articles; competitions

MAS

Thank you

derek.mowbray@mas.org.ukwww.mas.org.uk