Plenary Presentations - Helen Bevan
Upcoming SlideShare
Loading in...5

Plenary Presentations - Helen Bevan






Total Views
Views on SlideShare
Embed Views



1 Embed 120 120



Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment

    Plenary Presentations - Helen Bevan Plenary Presentations - Helen Bevan Presentation Transcript

    • Organisational energy:the fuel of high performance Helen Bevan
    • “Energy, not time or resources,is the fuel of high performance” Loehr J and Schwartz T, 2003
    • One of the most important leadership tasks in the era of quality and cost improvement isto manage our own energies and those of the people around us
    • What is “organisational energy”? “The extent to which the leaders of an organisation or system are able to put things in motion (change, core initiatives, innovations etc) that mobilise the intellectual, emotional, and behavioural potential of the people in the system to pursue its goals” Bruch and Vogel (2011) Fully charged: how great leaders boost their organisation’s energy and ignite high performance the “activation” of the organisation’s human forces
    • What happens to large scale change efforts in reality?In order of frequency: 1. the effort effectively “runs out of energy” and simply fades away 2. the change hits a plateau at some level and no longer attracts new supporters 3. the change becomes reasonably well established; several levels across the system have changed to accommodate or support it in a sustainable way. Source: Leading Large Scale Change: a practical guide (2011), NHS Institute
    • Anatomy of change Physiology of changeDefinition The shape and structure of The vitality and life-giving forces that the system; detailed enable the system to develop, grow analysis; how the and change. components fit together.Focus Processes and structures to Energy/fuel for change. deliver health and healthcare.Leadership  measurement and  creating a higher purpose andactivities evidence deeper meaning for the change  improving clinical process systems  building commitment to change  reducing waste and  connecting with values variation in healthcare  creating hope and optimism about processes the future  redesigning pathways  calling to action Source: Bernard Crump/Helen Bevan
    • “You can’t impose anything on anyone and expect them to be committed to it” Edgar Schein, Professor Emeritus MIT Sloan School
    • From the old world to the new worldFrom To Compliance CommitmentStates a minimum States a collective goal thatperformance standard that everyone can aspire toeveryone must achieveUses hierarchy, systems and Based on shared goals,standard procedures for co- values and sense of purposeordination and control for co-ordination and controlThreat of penalties/ Commitment to a commonsanctions/ shame creates purpose creates energy formomentum for delivery delivery Source: Helen Bevan
    • Energy generatorsConnectionHow far someone sees and feels a connection • Which of these four Csbetween what matters to them and what matters tothe organisation generates the most energy for theContent healthcare workforce?How far the actual role, job, task that someone doesis enjoyable to them and challenges them • Which C is the mostContext energy sapping?How far the way that the organisation operates andthe physical conditions within which someone worksmakes them feel supportedClimateHow far “the way we do things around here”encourages individuals and teams to give of theirbest Source: Stanton Marris
    • “The source of energy at work is not in control, it is in connection to purpose” Don Berwick, 28th February 2012
    • “Large scale change is fuelled by the passion that comes from the fundamental belief that there issomething very different and better that is worth striving for” Leading Large Scale Change (2011) NHS Institute for Innovation and Improvement
    • “Money incentives do not create energy for change; the energy comes from connection to meaningful goals”Ann-Charlott Norman, Talking about improvements: discursive patterns and their conditions for learning, March 2012
    • Discretionary effort is contractual is personal
    • Four sources of energy Energy Description Intellectual Energy of analysis, logic, thinking, rationality. Drives curiosity, planning and focus Emotional Energy of human connection and relationships. Essential for teamwork, partnership, alignment and collaboration Spiritual Energy of vitality, passion, the future and sense of possibility. Brings hope and optimism and helps people feel more ready and confident to build the future Physical Energy of action, making things happen and getting them done. Key part of vitality, maintaining concentration and commitment Source: adapted from Steve Radcliffe
    • Conclusions about energies forquality and cost improvement in healthcare• Tendency to focus on intellectual energy – connecting intellect to intellect keeps us in our comfort zone – it isn’t transformational• We will achieve greater results if we link physical energy to emotional and spiritual energy
    • Who understood theimportance of spiritual energy? “Society becomes morewholesome, more serene,and spiritually healthier, if itknows that its citizens have at theback of their consciousness theknowledge that not onlythemselves, but all their fellows,have access, when ill, to the bestthat medical skill can provide.”Aneurin Bevan, founder of theNHS
    • Leadership styles matterStyle Primary objectiveDirective Immediate complianceVisionary Providing long-term direction and vision for employeesAffiliative Creating harmony among employees and between the leader and employeesParticipative Building commitment among employees and generating new ideasPacesetting Accomplishing tasks to high standards of excellenceCoaching Long-term professional development of employees
    • “[as leaders]we hold ourselves accountable for the ways that wemanage our time and…our money.We must learn to hold ourselves atleast equally accountable for howwe manage our energy: physically, emotionally, mentally and spiritually” Loehr and Schwartz
    • Stanton Marris Energy Index™ High Quantum (how much is there?) Low Low Direction High (how focused is it?)
    • Dimensions of organisational energyINTENSITY: extent to which theorganisation has activated its emotional,intellectual and behavioural potentialQUALITY: extent to which the energy isfocused on, and aligned with,organisational goals and shared purpose Source: Bruch and Vogel
    • The energy matrixIntensity (how much?) Corrosive Productive High energy energy Low Resigned Comfortable inertia energy Negative Positive Quality ( how aligned?) Source: Bruch and Vogel
    • Corrosive Productiveenergy energy The complacency trapResigned Comfortableinertia energy Highly energetic and successful teams and organisations become complacent or inert or lose their ability to change and re-energise Lulled by their success, they stop questioning the status quo and lose their alertness, passion and readiness to go to the limits and instead get overly satisfied, lazy or arrogant Source: Bruch and Vogel
    • Corrosive Productiveenergy energy Escaping the complacencyResigned Comfortable trapinertia energy • Identify and define a threat to the organisation AND/OR • Identify and define an opportunity for the organisation • Create a common sense of urgency • Strengthen collective confidence that the organisation can deal with the threat or rise to meet the opportunity • Strengthen collective confidence in the ability to meet the threat/opportunity Focus on threat or opportunity? Source: Bruch and Vogel
    • Corrosive Productiveenergy energy The corrosion trapResigned Comfortableinertia energy The underlying energy gets eaten away by negative competition between divisions or units or different parts of the system, and by internal rivalries and corrosive relationships within senior leadership teams This means that peoples’ discretionary effort, emotions, intellectual capabilities and vast reserves of human potential, don’t get directed to ignite and sustain the change effort Source: Bruch and Vogel
    • Corrosive Productiveenergy energy Escaping the corrosionResigned Comfortable trapinertia energy Energetic refocusing • Phase one: phase down negativity – Name the “elephant in the room” – Destructive brainstorming – Identify and support “toxic handlers” • Phase two: build a strong organisational identity – Refocus joint goals – Create collective commitment – Build and rebuild pride Source: Bruch and Vogel
    • Corrosive Productiveenergy energy The acceleration trapResigned Comfortableinertia energy Too many activities are initiated, localised projects are not sufficiently connected to corporate goals, people don’t feel conviction about, or meaning in, the change process and are left exhausted and highly stressed by change And the likely result? Underachievement of goals and difficulty in sustaining any changes made in the longer term Source: Bruch and Vogel
    • Corrosive Productiveenergy energy Escaping theResigned Comfortableinertia energy acceleration trap • Detect acceleration – Overloading (too much to do) – Multiloading (too many activities) – Perpetual loading (monotonous, continuous work) • Stop the action – Ask teams what we can stop doing (“reverse innovation”) – Initiate “spring cleaning” – Create new systems for prioritising and managing projects – Take time-outs – Slow down to speed up – Build feedback systems Source: Bruch and Vogel
    • Corrosive Productiveenergy energy SUSTAINING ENERGY forResigned Comfortable the long haulinertia energy • Proactively manage energy – Assess and benchmark energy – Set goals around leveraging the energy – Role model within your own team – Show that you value the overall organisational purpose above your own agenda • Mobilise around distinctive challenges and opportunities • Forcefully cut corrosion • Decelerate energy when needed • Build energised leaders Source: Bruch and Vogel
    • “Leadership is not about making clever decisions and doing biggerdeals. It is about helping release thepositive energy that exists naturally within people” Henry Mintzberg There has never been a time in the history of healthcare when this perspective has been more pertinent
    • If we want people to take action, we have to connect with their emotions through values values emotion action Source: Marshall Ganz
    • “You don’t need an engine when you have wind in your sails” Paul Bate