The Leadership Model for Operational ExcellenceTotal Operational Excellence Conference, August 2012

Dr Gary Day CEO - AOGP

Balancing Business Results and Employee Engagement• Building Trust

• Mastering Conflict

• Achieving Commitment

• Embracing Accountability

• Focusing on Results

(Lencioni, P. 2005, Overcoming the Five Dysfunctions of a Team, Jossey-Bass)

Influencing and Engaging to Drive ChangeLaws of Change

• Things are the way they are because they go that way

• Unless things change they are likely to remain the same

• Change would be easy if it wasn’t for all the people

• People don’t resist change; they resist being changed

(Scholtes, P. (1988) The Team Handbook, Joiner)

• What you permit you promote. What you celevbrate you cultivate

Cost of Poor Organisational Change

• Organisational goals / outcomes• Staff instability / poor morale• Employee health (Ferrie,J., Shipley, M., Marmot, M. et.al 1998)

• Personal Impact• Formal

• Psychological

• Social

Why is Change Resisted?

Key Leadership Challenge

Determine what is a technical versus an adaptive problem / challenge

Bridges, W. and Bridges, S. (2000) Leading Transition: A new Model for Change, Leader to Leader, 16, Spring.

What is needed is Change and TransitionChange is external (policy, practice, structure) Transition is internal (psychological reorientation before change can work)

The secret to conflict resolution is to work out what is the root cause• Relationship-based

• Values-based

• Interest-based

• Structure-driven

• Data-based

• The conflict may be a combination of these

• Unresolved conflict always gathers energy and intensity

Gaining Trust and Getting the Best out of People• Involvement

• Be clear about what is negotiable

• Leadership is about influence, Influence is about relationships

• Lead everyone differently

Getting Stakeholder Buy-In

• Engagement and feedback

• Real consultation

• Be realistic about what you can promise

Embedding Culture, Morale and Commitment

No matter what you do (or don’t do)....you have an impact on morale and culture

Embedding Culture, Morale and Commitment• Team norms / values

• Hire by the values, hold to account according to the values, fire by the values

• Team ritual / celebration

Morale• Direct impact of

leaders on morale• Personal Morale

• Team interaction• Consultation• Professional recognition• Patient abuse

• Organisational morale• Patient care• Team interaction

Day, G., Minichiello, V. and Madison, J. (2007) Nursing Morale: Predictive Variables Among a Sample of Registered Nurses in Australia, Journal of Nursing Management, 15, p274-284

Thank you

Dr Gary Day

Mobile: 04222 36571