23 aug 14.00 carron2_disney enterprise


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  • Energy, enthusiasm, passion –
  • Visible accessible leadership – meetings are early morning or last thing in the day / evening so that the leaders can spend at least 70% time on the floor Story about snow white & seven dwarfs Set staff up for success not failure
  • To enable senior & other managers to spend 10% of their time back on the floor they delegate some of the work load to a junior to bring them on and release the manager time – value the time and commit to making it happen Freedom to act- mouse phobia
  • Visibility of the senior management teams on the floor demonstrates to the employees a commitment to results – the greatest fertilisers are the farmers footsteps! Followers follow behaviours and actions demonstrate values Queue system & fast track
  • Importance of having the right culture: Common purpose Shared values which are used to base all decision making: openess, respect, courage, honesty, integrity, diversity, balance Quality standards – same ones shared across all areas – for all staff to guide decision making – safety, courtesy, show & efficiency Traits & behaviours – caring for one another, attention to detail, willing to strive to improve
  • Casting – treat applicants as guests……atmosphere of recruitment building reflecting the common purpose & “traditions” of disney co Video of the non negotiable - pay, costume guidelines, reliable transport to get to work on time Benefits – health – mental , dental and health, community volunteering opportunities Development opportunities At interview discussion of non negotiable - make sure clear Teach happy to do anything , can’t teach grumpy to be happy
  • Traditions - engenders enthusiasm prior to starting - people making connections with people - reinforces individual responsibility to make it happen – reiterates the common goal / purpose of the organisation Staff become emotionally committed their work Meet team leader within 1 st few days - crucial in reinforcing the culture, getting to know the individual, keep them connected to the organisation, how would they like to be rewarded etc Meet again within 30 days to see how its going 60 days – check if in right role 90 days as above – if not happening at 90 day – encourage self select out Treat staff like the guests – Cast members need backstage areas so that when on break not need to keep up the performance – need to be away from the guests Benefits & rewards are only any use if staff know what they are and believe them to be any good. great service fanatic cards – prize draw ------ to recognition in staff file
  • Need to listen to the whispers before they become shouts Might not be the cause of the problem , but as you are told it you have the responsibility to seek the solution The sooner I can fix it the easier I can fix it Unattended to wants become needs which in turn if not addressed become unaddressed emotions which lead to complaints
  • Guests forgive inefficiencies if the top 3 are maintained. Work on the ethos the guest problem might not be your fault but it is your problem when your are faced with it- immediate guest recovery Use secret shoppers, other cast members to ensure these are maintained. Use the quality standards in all decision making processes Safety – design considerations, environmental protection, emergencies, prevention of hazards, policy & procedures, security, training Courtesy – treat every guest as a VIP, know the answers to the questions or find them out, give the personal touch, smile, use friendly phrases, treat other cast members with courtesy, are assertively friendly Show – cast members appearance, cast members as performers as well as service providers, uniforms, documentation, reflection on good show, bad show, review quality of show, standards manual, theming Efficiency – providing a smooth operation, capacity of facility, flow of guests, operational readiness, speed of service, space utilisation, income / outcome.
  • Engage - Have we communicated and listened to the whispers within the organisation - patients and staff?
  • So think about the story you want to tell and be in control of your story
  • 23 aug 14.00 carron2_disney enterprise

    1. 1. Putting Service back into the NHS Lessons from leaders in service provision M Russell / NHS Lanarkshire
    2. 2. Once Upon a time……. Nurses failed to do vital night checks on ill patients Helen Puttick Health Correspondent, The Herald 7 Apr 2011 One third of patients encounter problems with NHS One in three patients report problems with their NHS care Carolyn Churchill  , The Herald 28 Jul 2009 Almost one in three patients in Scotland experience problems with their NHS care, but it goes unrecorded because many believe nothing will be done. Foul-mouthed nurse could be struck off Apr 20 2011 by Shona Mitchell, East Kilbride News A FOUL-MOUTHED nurse who admitted abusing patients at Hairmyres Hospital could be struck off the nursing register
    3. 3. Help from Some Friends!!!!!
    4. 4. Think about the story you want to tell & be in control of your story” Envision Orgsanise Engage Commit “If you don’t create the culture your staff will create one for you which might not be what you want” “Value the staff rather than the infrastructure” Visible accessible leadership Learning : Leadership
    5. 5. Envision <ul><li>Create the picture of what needs to happen and communicate with passion </li></ul><ul><ul><li>Involvement from all at all levels, robust partnerships all working to a common purpose </li></ul></ul><ul><ul><li>Clear role identity with clear responsibilities </li></ul></ul><ul><ul><li>Don’t Micromanage </li></ul></ul><ul><li>“ Catch them doing something right” </li></ul>
    6. 6. Engagement <ul><li>“ Force the team to walk in the shoes of the people they work with” ( all levels in the organisation) </li></ul><ul><li>Freedom to act </li></ul><ul><li>“ The extra mile is the part of the road most travelled!” </li></ul><ul><li>Expanding the offering </li></ul>
    7. 7. Commit <ul><li>Communication +++++++++++++ </li></ul><ul><li>Measurement </li></ul><ul><ul><li>Listen & Learn </li></ul></ul><ul><ul><li>Measure & Act &Remeasure </li></ul></ul><ul><ul><li>Share, insights, Recognise & Celebrate </li></ul></ul><ul><li>Partnering </li></ul><ul><ul><li>Seek internal experts & use them </li></ul></ul><ul><ul><li>Job shadow / cross train </li></ul></ul><ul><li>How does your behaviour impair employee behaviour </li></ul><ul><ul><li>Accountability Partners </li></ul></ul><ul><ul><li>FEEDBACK ++++++++++++++++++++++ </li></ul></ul><ul><ul><li>Commit to results </li></ul></ul><ul><li>Legacy </li></ul>
    8. 8. Lesson : People management “ You can dream, create design & build the most wonderful place in the world but it requires people to make the dream a reality ” Walt Disney
    9. 9. Recruitment & selection <ul><li>Hire for attitude over aptitude </li></ul><ul><li>Give the recruitee as much information as possible and as many opportunities as possible to self select out </li></ul><ul><li>Casting </li></ul><ul><li>Place staff in roles where they can flourish </li></ul><ul><li>Communicate the culture constantly </li></ul>
    10. 10. Induction &Development <ul><li>Focussed on guest needs and exceeding expectations </li></ul><ul><li>Reinforces the common purpose </li></ul><ul><li>Day 1 – Traditions -(induction) </li></ul><ul><li>Line of Business training – weeks 1 – 4 ( local induction dependant on area </li></ul><ul><li>On the job training – “earning ears” coached / accountability partners </li></ul><ul><li>Career management – onus on individual </li></ul><ul><li>Recognise performance & catch them before they fall </li></ul>
    11. 11. <ul><li>Do our people come into work with the mindset which supports the organisations objectives? </li></ul><ul><li>Are they the “cultural representative of the organisation? Profession ? </li></ul>Question
    12. 12. Lesson Quality Service <ul><li>“ Guests tell us what they want but we don’t often hear” </li></ul><ul><li>Strategy – Exceed expectations </li></ul><ul><li>Tactic – pay attention to details </li></ul>
    13. 13. Quality standards <ul><li>Common purpose </li></ul><ul><li>Quality standards used for all decision making </li></ul><ul><ul><li>SAFETY COURTESY SHOW (performance, appearance, professionalism) EFFICIENCY </li></ul></ul><ul><li>Processes & systems should be set up to support the employees and the environment by eliminating barriers to Quality service </li></ul>In order of decreasing priority
    14. 14. Disney Matter???? <ul><li>Do we: </li></ul><ul><li>Envision : What is NHS Scotland’s common purpose / goal? </li></ul><ul><li>Organise : Are we organised to deliver it (environment, quality standards, “cast”?) </li></ul><ul><li>Engage : Are people actively involved and feel ownership of their contribution to delivery of common purpose </li></ul><ul><li>Commit : Are the right accountability measures in place to ensure progress is made towards the common purpose? </li></ul><ul><li>What is your personal Legacy to NHS Scotland </li></ul>
    15. 15. <ul><li>Every Leader is telling a story about what he or she values </li></ul>