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Tuesday - Prof Beverly Alimo-Metcalfe - Public Sector Workforce Skills Challenge for the next Decade - Facing up to the Public Sector Recession
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Beverly Alimo-Metcalfe FBPsSProfessor of Leadership, University of Bradford School of Management& Chief Executive, Real World Group
The PPMA Annual ConferenceThe Hilton London MetropoleMarch 23rd 2010
The Public Sector Workforce Skills Challenge for the next decade –
Facing up to the public sector recession
The challenges…
To maximise the potential of the talent that resides within our organisation
To build leadership capacity
To create a culture in which supports learning, innovation, and constant improvement
To build highly resilient & adaptable teams with high ‘readiness for change’
To ensure high productivity will be sustained
Leadership is about creating cultures that liberate …
Intellectual capital
Emotional Capital
Social Capital
Our potential
Our
Potential
This will only happen if our approach to leadership…
• Increases every individual’s effectiveness
without damaging their..
• Motivation
• Well-being
Key to success?
Engaging staff!
Engagement Is…..
‘Engagement is a positive attitude held by the employee towards the organisation and its
values’
‘which affects the extent to which individuals put discretionary effort into their work’
IES (2004). The Drivers of Employee Engagement
Engagement is good for staff
Wellbeing and health (Sonnentag, 2003); reduced burnout (Bakker et al., 2005)
Reduced depressive symptoms, somatic complaints and sleep disturbances (Hallberg &
Schaufeli, 2006)
Higher self efficacy and commitment (Salanova,
Agut & Peiro, 2005; Schaufeli et al., 2002)
Engagement is good for organisations
Customer satisfaction (Corrigan et al., 2000; Harter et al., 2002)
Retention/turnover (CIPD, 2004; Gallup,2004; Watson Wyatt, 2005)
Productivity (Alimo-Metcalfe et al., 2009; Judge et al., 2001; Harter et al., Geyery, 1998)
Profitability (Towers Perrin, 2006; Watson Wyatt, 2006; Sirota Survey, 2005)
Safety (Harter et al., 2002)
Good news…
60% believe they can give more!2 barriers…
their boss
the culture
The role of leadership and culture in increasing engagement & performance
VISION
PerformanceOutputs
(High quality services)
Resources
PeopleKSA comp
Experience
Potential
+
Job Satisfaction
Motivation
Commitment
‘Engagement’
LEADERSHIP
Our Vision
CULTURE
The Engaging Transformational Leadership Model
ENGAGING INDIVIDUALS
ENGAGING ETHICAL VALUES
Being Honest & Consistent
Acting with Integrity
Showing Genuine Concern
Being Accessible
Enabling
Encouraging Questioning
ENGAGING THE ORGANISATION
Supporting a Developmental Culture
Inspiring Others
Focusing Team Effort
Being Decisive
ENGAGING ALL STAKEHOLDERS
Building Shared Vision
Networking
Resolving Complex Problems
Facilitating Change Sensitively
‘Engaging’ TLQ™ Dimensions
‘Engaging’ leadership principles
Leader as servant and partner
Leadership is a social process (‘ubuntu’)
Leadership is about connecting people and ideas - through a shared vision - co-ownership - co- design, and - empowering partners in implementation
The impact of TLQ engagement scales on staff in local government (N = 4,000)
Competencies & leadership
… being competent is necessary……but not sufficient, for effective leadership
Relationship between Competencies & Leadership
Degree of Competence
Degree to which Engaging
A
B C
Targets or engagement?
C.I.A.
Does engaging leadership work?
1 year
Time 1
Leadership Culture of teams (n=46)
Time 2
Productivity
Morale
Well-being
Controlled for contextual variables
=how competent
=how engaging
x
A Culture of ‘Engaging with Others’
• Feeling empowered by being trusted to take decisions
• Feeling actively supported in developing one’s strengths
• Believing people were willing to listen to ideas
• Time was made for staff to discuss problems & issues, despite the busy schedule
• Feeling all staff were involved in developing the vision
• Feeling involved in determining how to achieve the vision
• High use of face-to-face communication
Alimo-Metcalfe, B. & Alban-Metcalfe, J. (2008). ‘Engaging leadership: Creating organisations that maximise the potential of their people’. London: CIPD.
Lessons from High Performing Teams
• Engaged important stakeholders
• Shared vision of high quality customer-centred services
• Clarity of desired outcomes – stretch goals
• Leadership is distributed
• Learning organisation culture – innovative & adaptable
• Culture of high levels of social support
Source: Alimo-Metcalfe et al., (2007) ‘The impact of leadership factors in implementing change in complex health and social care environments: Department of Health NHS SDO, Project 22/2002.
Lessons from successful organisational transformations
• Clear and Informed Vision
• Planning for transformations: - Set clear and significant stretch goals
• Engaging for success: - Engage staff early - Create large-scale collaboration across the organisation - Ensure front-line staff own the change process
• Communicate, communicate, communicate
Creating organizational transformations: McKinsey Global Survey Results. MacKinsey Quarterly, September, 2008
Leadership for the future…• Ethical – ‘the greater good’
• Self-aware
• Comfortable with sharing power
• Make connections – meaning/emotions/people
• Leaders as ‘ideas brokers’
• ‘disruptive leadership’
• Create ‘communities of interest’ creating social capital
• ‘Leadership as collective genius’ by creating the conditions that encourage, facilitate, and sustain a high level of innovation & collective learning, and genuine partnership
10 Lessons from supporting cultural transformation
• Top management buy-in is crucial: build a strong evidence-based business case; provide data
• Only start if organisation is ready, and committed
• Transparency - Engage the whole organisation
• Diagnose what interventions required where
• Relate everything to the org’s objectives & the values
• Engage front-line early & support middle managers
• Build human capital & social capital
• Ensure all HR processes consistent with the aim
• Evaluate ROI – share learning
• Celebrate success & publicise it!
Finally…
If you want to change the culture…
Just change the conversations..
Contact
Real World GroupStewart House
St Andrew’s CourtLeeds LS3 1JY
UK
www.realworld-group.com