INTERNAL USE ONLY

COO PM PRACTICE Customers at the heart of our business

Jimmy Young Scottish Regional Lead – PM Practice Sept 2014

WHAT WE’RE GOING TO COVER

2

Background

Structure

Colleague Engagement

Resilience

SOMETHING SOFT

3

ACCORDING TO MICROSOFT – SOMETHING SOFT

4

BACKGROUND - SOME FIGURES

5

6

PMP PRIORITIES

7

CUSTOMER EXCELLENCE

- Engage with the CIO Directorates

- Uplift capability of PMs

BUSINESS EXCELLENCE

- Continue to simplify the PM processes and Operating Model

COLLEAGUE EXCELLENCE

- Invest in training (e.g. masterclasses and accreditations – 75%)

- Rebalance workforce to reduce reliance on contractors

- Develop new talent (PM Academy)

• Development of the Senior Practice

Manager role to establish CIO

relationship management capability

• Alignment of permanent resources to

specific CIOs or Domains

• Creation of CIO Implementation

Management Lead roles (CIO IM Leads)

• CIO alignment of the Contractor Practice

Management teams

PMP INITIATIVES

8

• Establishment of the Practice as a Centre

of Excellence to provide PMs with SMEs

tools and resources

• Creation of the PM Academy to onboard

junior PMs and Next Generation

Graduates

• Training (e.g. masterclasses)

• Accreditations introduced to teach best

practices

CIO

Alig

nm

en

t

Capability Operations

Work

forc

e

• Revision of workforce strategy

• Initiation of a recruitment campaign

RESULTS & BENEFITS

9

Benefits

Supports the Group IT strategy: Putting the customer at heart of our business

Long-term capability uplift and increased SME knowledge

Cost savings

Lower risk

Improved service and

timescales

Increased productivity

and synergies

Capable resources

Change delivered faster

Reduced contractor/perm

ratios

Reduced resource

allocation lead times

Improvements in agreed KPI’s

Productive relationships with HoPDs and HoOPs established

Deeper insight on portfolio demand

Greater levels of colleague certainty around future assignments

Enhanced Implementation Management services

Simplified resource allocation process

Engaged contractor community

Results

COLLEAGUE ENGAGEMENT

10

• Regular surveys / Healthchecks

• Change initiatives driven by colleagues

• Recognise

• Small things matter

• D2MAD

• Work life balance

• Resilience

Resilience

Page 12

Disclaimer

All content in this presentation and within the HR Health & Wellbeing site is provided for

general information only and should not be treated as a substitute for the medical advice

of your own doctor or any other healthcare professional.

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based on this content.

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Always consult your own GP if you’re in any way concerned about your health or an

independent financial adviser if you are concerned about your finances.

How Balanced is Your Life?

Physical

Environment

Health

Money

Personal Growth

Fun / Recreation

Family

Career

Friends

Page 13

Resilience – why are we doing this?

Page 14

• We want to look after you and have you look after yourself

• We want you to look out for your family and colleagues

• We want to de-stigmatize “Stress”

• We want you to say no if you are doing too much

Resilience – why are we doing this?

Page 15

Stress creeps up on you and then!

“Resilience is the long-term capacity of an individual to

deal with change and continue to develop.”

Stockholm Resilience Centre

Page 16

What is Resilience?

Resilience is the ability to:

Bounce back

Take on difficult challenges

Respond positively to difficult situations

Rise above adversity

Cope when things look difficult

Have a more positive outlook when faced with challenging situations

Transform unfavourable situations into wisdom, insight, and compassion

Page 17

Integration

TSB

Simplification

Customer First

And not least

Technology

Keeping the show on the road

Our Achievements

Page 18

Decision making always difficult

Leaders do not have all the answers

Time and information is not always available

Being asked to do more with less

Pace and volume of work to remain high

Company / customer expectations are higher

Technology prevalent

– Always available

– Information overload

Ongoing pressure of needing to balance life with work

In continuing to deliver, we also need to get the next piece right..

There is a sense of purpose – Who we are and what we stand for

Meaningful fulfilling work, which gets the best out of our people

We develop our people and actively managing our talent

We focus on the right things – at work and in life

Our Achievements High quality outcomes at pace is the expectation we have

set, but there are some realities we must manage…

Pressure & Performance Where were you during 2012? Where are you now?

Page 19 Remember how our CEO was affected at the end of 2011…

Hypostress

Eustress

Hyperstress

The right amount of

pressure is healthy…and it

is hard to get this right

Page 20

Pressure & Performance

Indicators of Stress – You and Others!

Physical Signs Psychological / Emotional Signs Behavioural Signs

Headaches

Muscular tension

Backache and/or Neck ache

Tiredness and sleep problems

Digestive problems

A raised heart rate

Skin rashes

Sweating

Blurred vision

Feelings that you can't cope, negative or

depressive feeling

Irritability and mood swings

Disturbed eating patterns

Finding it hard to concentrate

Feeling less motivated

Disappointment with yourself

Increased emotional reactions – more

tearful or sensitive or aggressive

Loneliness, withdrawn

Loss of motivation commitment and

confidence

Mood swings (not behavioural)

Poor memory

Increased smoking, drinking or

drug taking ‘to cope’

Changes in eating habits

Mood swings effecting your

behaviour

Changes in sleep patterns

Twitchy, nervous behaviour

Changes in attendance such as

arriving later or taking more time

off.

Page 21

Pressure & Performance

Indicators of Stress – Two easy ones!

Must be topped up regularly Page 22

The Well-Being Reservoir

Taken from www.robertsoncooper.com/well-being-resources-hub

Page 23

Resilience - Personality

Taken from www.robertsoncooper.com/well-being-resources-hub

Page 24

Resilience - Situational

What are rules for living?

Beliefs about ourselves and the world, which determine how we behave and what we expect from

the world around us.

Rules for living are often learned in childhood and are an important part of who we are, and

usually contain the words should, ought, or must.

When held too strongly and without exception, though, rules for living can mean we put ourselves

under a lot of pressure, anxiety and frustration.

Softening rules to guidelines:

Rule Guideline

I must never be late

I will always try to be on time, but

occasionally there will be

circumstances I can’t control which

may make me late. Page 25

Rules for Living or Beating yourself up

Building Resilience Workplace Actions for Building Resilience

Page 26

COLLEAGUE

1. Be Active

Make an excuse to move more at

work

Walking meetings; visit a different

floor; use the stairs, not the lifts.

MANAGER

1. Get People Moving

Organise team activities

Support LBG schemes, e.g. Bike to Work

Encourage people away from their desks

at lunchtime

2. Take Notice

Focus on one task at a time

Look out for colleagues – know the

signs and symptoms of stress

2. Nurture Sensitivity

Ensure colleagues take breaks

Encourage a focus on completing tasks,

not taking on too much at once

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COLLEAGUE

3. Give / Volunteer

Recognise the achievements of others

Give your time to worthy causes

Make sure your manager says please and thank you

MANAGER

3. Encourage Volunteering

Support Day to Make a Difference

Arrange activities to support the

Charity of the Year

4. Connect with Others

Ensure social contact doesn’t take a back seat

LinkedIn and social networking tools

4. Foster a Sense of Community

Encourage 360 degree connections beyond your immediate work group

Arrange social/networking events

Building Resilience Workplace Actions for Building Resilience

Page 28

COLLEAGUE

5. Keep Learning

Don’t lose sight of personal development

We build resilience as we learn – it makes us better at coping with new situations

Find new hobbies and pastimes

Use the ‘Matched Learning’ scheme through LBG Flex

MANAGER

5. Promote Learning

Encourage stretch objectives

Use the Balanced Scorecard to good effect

Promote secondments and other learning opportunities

Building Resilience Workplace Actions for Building Resilience

Adapted from Dept of Health Emotional Resilience Toolkit

Page 29

1. Talk to someone. Communication is important, whether it’s with a friend, family member or counsellor. Communication enables you to release tension rather than keep it inside. 2. Improve your self-esteem. Self-esteem is the way you feel about yourself. Lots of things can lower our self-esteem, such as a relationship break-up, not getting the job you wanted or putting on weight. None of these things makes us worth less, but it can feel that way. The best way to improve your self-esteem is to treat yourself as you would treat a valued friend, i.e. in a positive but honest way. Notice when you’re putting yourself down. Tell yourself something positive instead. 3. Manage your stress levels. Being in a stressed state of mind a lot of the time can make it easier for you to overreact or feel negative compared to someone who is relaxed. Managing your stress can be a gradual process. Look at your lifestyle. If you have a lot of stress in your life, find ways to reduce it, such as asking your partner to help with chores in the house, taking a relaxing yoga class, or talking to your boss about changing your working hours. Introduce regular exercise and time to yourself. These are positive changes. Taking control of your time in this way can effectively reduce stress. If you have anxiety with stress, breathing exercises can help.

Building Resilience Personal Actions for Building Emotional Resilience

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4. Enjoy yourself. Doing things that you enjoy is good for your emotional health. Watching sports with a friend, having a soak in the bath, or meeting up with friends for coffee are examples of small activities that can improve your day. Avoid things that seem enjoyable at the time but make you feel worse afterwards, such as alcohol, or clothes shopping if you’re on a tight budget. 5. Limit your alcohol intake. You don’t have to give up alcohol completely to be emotionally resilient, but avoid drinking more than the recommended limit. 6. Choose a well-balanced diet Making healthy choices about your diet can make you feel emotionally stronger. You’re doing something positive for yourself, which lifts your self-esteem, and a good diet enables your brain and body to work efficiently. 7. Do exercise Even moderate exercise releases chemicals in your brain that lift your mood. It can help you to sleep better, have more energy and keep your heart healthy.

Building Resilience Personal Actions for Building Emotional Resilience

Page 31

8. Get enough sleep Make sure that you make sleep a priority. Some people find this very hard at certain times in their lives, for example, new parents and those working shifts. Ask your partner or a family member to help you so that you can catch up on sleep. 9. Develop good relationships Our relationships are part of who we are and how we feel. Think about your relationships with family, friends, your partner. Do they have your best interests at heart? Do you enjoy their company? Are you happy with the way you act towards them? Start to think about how you can improve your relationships, then make little changes.“ 10. Know the warning signs Try to recognise when negative emotions start creeping in, whether it’s stress, anxiety or feeling sad. When you know the warning signs you can do the things that you know will help. For example, a good chat with a close friend or some relaxing breathing exercises. Adapted from NHS Choices – Build up your Emotional Resilience

Building Resilience Personal Actions for Building Emotional Resilience

How Balanced is Your Life? – Part Two

Physical

Environment

Health

Money

Personal Growth

Fun / Recreation

Family

Career

Friends

How balanced does the shape of the wheel look?

Which areas of your life are you currently happy with?

Where do you think improvements can be made? Page 32

Top Ten Quick Wins

1. Get a personal mobile and switch the Blackberry off when you leave work and at

weekends

2. Switch off you email notifications and schedule email time each day

3. Schedule time for your housekeeping – ART, training, BEN, etc and stick to it

4. Schedule meetings to be 50 mins - allows you to get a coffee / move between

rooms

5. Schedule lunch breaks and keep them – move them but keep them

6. Learn to say thank you to colleagues and friends

7. Learn to put your hand up and say you are too busy

8. Make sure you have someone you can talk to – at work / home / friend

9. Remember its easy to fix something before it breaks

10. Remember what its like to laugh and try it

Closing thoughts Keep in View…

Find your balance – everyone is different

Make time for yourself to explore interests outside work Take regular exercise

Friends & family are important

Write your own obituary

Don’t overload yourself – learn to push back when necessary

Recognise when you need help and know it is fine to ask

Everything doesn’t have to be perfect… Challenge your thinking

It’s ok to fail occasionally – don’t put yourself down

Create a healthy relationship with your line manager and peers

– we should be looking out for one another

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And finally!

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