Creating Positive Culture through Leadership (Recovery Orientation) Jennifer Black

1. Creating Positive Culture through Leadership (Recovery Orientation) Jennifer Black

2. Drivers for change • Culture Survey 2009 -reactive • Barwon Health Strategic Plan • Barwon Health Vision and Values • Mental Health Reform agenda – recovery oriented care

3. Strategic Plan Priorities Your Health We will work with the community to deliver significantly improved health outcomes. Our Service Our health care service will be well connected to ensure a positive experience for those we serve Our Region We will have strong partnerships with all providers who influence health in our region Our People Our workforce will be thriving, collaborative and highly skilled

4. People Strategy MHDAS Culture change through Engaging Leadership Close Link with Recovery Principles

5. Engaging Leadership Philosophy • This philosophy underpins all interactions • Creating a context in which people can perform well and to their full potential • Strengths based using coaching techniques to empower (Recovery - modelling) • Leadership behaviours and attitudes rather than position or status • Leadership is distributed throughout the organisation rather than resting with an individual or small groups of senior staff

6. Why engaging leadership? • Evidence based/ Published in peer reviewed journals (The Real World Group) • Employees who are engaged have a positive attitude and willingly strive to improve performance. • Shown to increase motivation, morale, job satisfaction, commitment, pride, wellbeing and performance. • Reduce financial burden of absenteeism, turnover and the cost of training new staff • Key to culture change required for recovery oriented care

7. Engaging leadership – The Real World Group UK 60% of people believe they can give more. Major barriers they face: • Their boss • The culture

8. Behaviours of engaging leadership (Real World Group) Engaging Individuals • Showing genuine concern • Enabling • Being accessible • Encouraging questioning Personal Qualities • Acting with integrity • Being honest and consistent Engaging the organisation • Inspiring others • Focusing team effort • Being decisive • Supporting a developmental culture Moving forward together • Networking • Building shared vision • Resolving complex issues • Facilitating change sensitively

9. MHDAS Strategy • Executive agreed on engaging leadership philosophy • 360 leadership (MLQ) feedback for Exec - behaviours consistent with engaging leadership • Project – consultative committee with reps from all levels • 360 leadership feedback (MLQ) for CC and NUM level positions – 20 managers

10. MHDAS Strategy • Training MHDAS Executive in coaching techniques • Individual leadership development plans – external coaching • Leadership development activities consistent with engaging leadership – Coaching and Difficult conversations • Development of a shared vision of MHDAS Senior Leadership – rules of engagement

11. Project Evaluation • Pre and Post surveys were conducted. • Repeat culture survey

12. Evaluation Pre and Post Project Surveys The surveys were used to gauge confidence in leadership activities and determine whether the process had an impact on this. This information was used by the working group to develop and purchase development activities based on the themes arising.

13. Results Least confidence in Pre surveys • Clearly and effectively communicate what I expect of team members • Set realistic performance objectives for myself and team members • Measure the effectiveness of team members performance and progress • Act decisively and constructively with team members whose performance has not reached the agreed standards • Articulate a clear vision for the future direction of the team • Plan and conduct annual performance reviews with all my team members • Deal with challenging situations and adversity effectively and constructively • Conduct difficult conversations when the need arises • Create and monitor the team budget effectively

14. Pre surveys led to the following actions Training of leaders in: Difficult Conversations/Performance Management Coaching techniques

15. Evaluation Comparison of the organisational climate surveys pre and post the project May 2009/2011.

16. Culture Survey Results • MHDAS moved from 38% of the workforce engaged to 45% engaged • Overall culture of the organisation was a positive result which went from reaction to consolidation • 7% of the workforce more engaged with some areas in ambition and success • One business unit working with recovery principles went from a blame culture to ambition

17. Significant improvements since last survey • More optimistic about the future • Higher trust in management • Strong sense of purpose and direction • People want to improve the way things work • Clear communication about things that affect me • Manager considers the views and opinions of others • My manager always wants to hear the truth regardless of how difficult

18. MHDAS Strategy – The next phase • 2nd shared vision forum with a focus on engagement of the wider MHDAS staff group – link to recovery • Project committee developing recommendations for the sustainability and support of the leadership group (isolation)