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Join Helen Bevan as she discusses key themes from the seminar, including building common purpose, framing messages, and the importance of shared purpose in leading large-scale change in healthcare.
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Follow onADASS/SCIE seminar Leading through turbulence11 January 2013 Helen Bevan @helenbevan #NHSchange
Some themes from today (and some things I want to add) • Build common purpose/shared purpose/burning ambition (and avoid de facto purpose) • You can’t go halfway when you start working with “intrinsic” factors • Frame our messages to connect • It starts with me
“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 There has never been a time in the history of health and care when this advice has been more pertinent
NHS Change Model www.changemodel.nhs.uk
“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 NHS Institute
[Shared] purpose goes way deeper than vision and mission; it goes right into your gut and taps some part of your primal self. I believe that if you can bring people with similar primal-purposes together and get them all marching in the same direction, amazing things can be achieved. Seth Garguilo
Avoiding “de facto” purpose • What leaders pay attention to matters to staff, and consequently staff pay attention to that too • Shared purpose can easily be displaced by a “de facto” purpose: • hitting a target • reducing costs • reducing length of stay • eliminating waste • completing activities within a timescale • complying with an inspection regime • If purpose isn’t explicit and shared, then it is very easy for something else to become a de facto purpose in the minds of the workforce Source: Delivering Public Services That Work: The Vanguard Method in the Public Sector
What focus for our improvement projects? Source: 100 improvement projects on national improvement leadership programme October 2012
“A cynic, after all, is a passionate person who does not want to be disappointed again” Zander R and Zander B (2000) The art of possibility. Harvard Business School Press. As quoted by Steve Onyett
Framing Is the process by which leaders construct, articulate and put across their message in a powerful and compelling way in order to win people to their cause and call them to action Snow D A and Benford R D (1992)
If we want people to take action, we have to connect with their emotions through values values emotion action Source: Marshall Ganz
Effective framing: what do we need to do? • Tell a story
Effective framing: what do we need to do? • Tell a story • Make it personal
Effective framing: what do we need to do? • Tell a story • Make it personal • Be authentic
Effective framing: what do we need to do? • Tell a story • Make it personal • Be authentic • Create a sense of “us”
Effective framing: what do we need to do? • Tell a story • Make it personal • Be authentic • Create a sense of “us” (and be clear who the “us” is) • Build in a call for urgent action
“You don’t need an engine when you have wind in your sails” Paul Bate
