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The Managers Code 2010


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The Manager\'s Code for the NHS, currently for consultation within the NHS to be completed by the end of April 2010

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The Managers Code 2010

  1. 1. MAS<br />The Manager’s Code<br />Putting People First<br />Derek Mowbray<br />
  2. 2. MAS<br />Purpose of a Code<br /><ul><li>Central guide to users in day to day decision making
  3. 3. Reflects the organisation’s purpose, mission, values and principles
  4. 4. Helps to resolve ethical dilemmas</li></li></ul><li>Background<br />MAS<br /><ul><li>Concern over number of vacancies for senior management posts
  5. 5. Concern over the attrition rate amongst top managers
  6. 6. Concern over the outcome of staff surveys</li></ul>bullying, harassment, disengagement<br /><ul><li>Concern over the levels of sickness absence, staff turnover</li></ul> and presenteeism due to psychological distress<br /><ul><li>Concern over unfavourable management culture</li></li></ul><li>Challenge<br />MAS<br />How to bring about change without adopting the same approach<br />that causes the current concerns?<br />Implicated -<br />culture<br /> command/control<br /> policing<br /> blame<br /> defence<br /> regulation<br /> targets<br />
  7. 7. MAS<br />Approach<br /><ul><li>To engage professional bodies, trade unions and development agencies as catalyst</li></ul>IHM, MiP, RCN, BMA, DoH, BPS, HSE,RCGP, WAG, Health Foundation, Dame Carol Black <br /><ul><li>To use a strategy of conviction as the change strategy
  8. 8. To identify the key influences relating to wellbeing and performance</li></ul>Commitment and trust leading to engagement<br /><ul><li>To promote a Positive Work Culture as a means of tackling concerns </li></ul> and achieving the highest quality healthcare<br />
  9. 9. MAS<br />Wellbeing<br />‘If people feel well they perform better than people who feel ill’<br />Idiosyncratic<br />People can feel ill without being diagnosed with illness<br />People can feel well whilst being diagnosed as ill<br />
  10. 10. Performance<br />MAS<br />Level A skills<br />behaviours<br />Level B skills<br />processes<br />Level C skills<br />eclectic experiences<br />Appropriateness<br />Efficacy<br />Effectiveness<br />Efficiency <br />Skills<br />Knowledge<br />Experience <br />Deviation<br />Repetition<br />Hesitation <br />Cultural foundations<br />Purpose<br />Architecture<br />Rules<br />Behaviour <br />Task <br />
  11. 11. Skills, knowledge and experience <br />of managers<br />MAS<br />Level A – the behaviours that build and sustain commitment and trust<br />Level B – the skills to follow processes described by protocol<br />Level C – the eclectic skills, knowledge and experience needed <br />to address any issue at any time of any complexity<br />
  12. 12. Threats to wellbeing and performance<br />MAS<br />Secondary<br />Threat<br />Culture<br />Organisations<br />Change<br />Mergers<br />Acquisitions<br />Collapse<br />Growth and expansion<br />Downsizing<br />Loss and bereavement <br />‘Rules’<br />Structure<br />Ambiguity<br />Accidents<br />Illness <br />Tertiary<br />Threat<br />Conflict<br />Harassment<br />Bullying<br />Discrimination<br />Autocratic leadership<br />Intimidation<br />Insecurity<br />Lack of personal control<br />Job insecurity<br />Fear<br />Poor performance<br />Isolation<br />Excess demands<br />Boredom<br />Impact<br />Increased costs<br />Under performance<br />High sickness and absence<br />High staff turnover<br />Reduced profits<br />Poor quality<br />Lower market share<br />Recruitment difficulties<br />Negativity <br />Primary<br />threat <br />Leaders<br />Managers<br />People<br />
  13. 13. MAS<br />The Iceberg Effect or Presenteeism<br />sickness absence/staff turnover<br />occupational health services<br />employee assistance programmes<br />procedures<br />policies<br />M I S E R Y<br />trapped<br />bereavement<br />discrimination<br />Low performance<br />harassment<br />exhaustion<br />rigid working practices<br />rotten culture<br />boredom<br />poor relationships<br />no involvement<br />heavy workload<br />change<br />bullying<br />fear<br />
  14. 14. MAS<br />Costs<br />Costs of ‘The Iceberg Effect’<br />as a proportion of total costs<br />attributable to<br />Psychological distress at work<br />32%<br />Sickness absence<br />10%<br />Staff turnover<br />
  15. 15. The X-Factor in wellbeing and performance<br />MAS<br />The XABC formula<br />X = conteXt<br />A = activating event<br />(within the cultural context of the organisation)<br />B = thoughts, emotions and behaviours<br />(reaction to activating event)<br />C = consequential outcome<br />(the manifested response to an event)<br />
  16. 16. The Manager’s role<br />MAS<br />To manage their own organisation<br />To manage people<br />To manage services<br />
  17. 17. MAS<br />Characteristics of a Positive Work Culture<br /><ul><li>a clear, unambiguous purpose, expressed as a simple ‘big idea’, an idea which all the staff relate to closely, and are proud to discuss with friends and colleagues.
  18. 18. an atmosphere of confidence, where all the staff are interested in each other, support each other, and project this confidence towards clients and customers.
  19. 19. staff who behave respectfully towards each other, value each other’s views and opinions, work in teams which are places of mutual support, where anything is debated without a hint of humiliation, where the critique of individual and team work is welcomed, discussed and where lessons are learnt and implemented.
  20. 20. staff who ‘go the extra mile’ by providing unsolicited ideas, thoughts, stimulus to each other, and where their interest in their customers offers something more than is expected, beyond courtesy, and beyond service, offering attentiveness and personal interest.
  21. 21. challenges for their staff, that provide opportunities for personal development through new experiences, and which treat everyone with fairness and understanding.
  22. 22. staff who are personally driven towards organisation and personal success - intellectually, financially, socially and emotionally.</li></li></ul><li>Commitment and trust<br />MAS<br />Unambiguous purpose<br />Pride<br />Confidence<br />Interest<br />Support<br />Teams<br />Respectful<br />Critique<br />Learning<br />Unsolicited ideas<br />Courtesy<br />Attentiveness<br />Personal interest<br />Challenges<br />Personal development<br />Fairness<br />Understanding<br />Intellectual success<br />Financial success<br />Social success<br />Emotional success<br />
  23. 23. Building a Positive Work Culture<br />-managing the organisation<br />MAS<br />
  24. 24. Positive Work Culture<br />- managing the organisation<br />MAS<br />Purpose<br />The ‘big idea’<br />Architecture<br />Structure <br />Manager-employee <br />relationship<br />Building and sustaining<br />a<br />Positive Work Culture<br />Manager <br />encouragement<br />Rules of the game<br />Job<br />Career opportunity<br />Citizenship<br />Training and development<br />Team work<br />Work life balance<br />How to play the game<br />
  25. 25. Personal attributes and<br /> behaviours – managing people<br />MAS<br />Behaviours<br />Attentiveness<br />Politeness<br />Courtesy<br />Personal communication<br />Body language<br />Addressing needs<br />Empathetic<br />Intellectual flexibility<br />Emotional intelligence<br />Negotiation<br />Sharing<br />Reliability<br />Honesty <br />Clarity<br />Fairness<br />Humility<br />Conflict resolution<br />Encourage contribution<br />Personal attributes<br />Attentiveness<br />Trustworthiness<br />Demonstrate wisdom<br />Assertive<br />Intelligence with humour<br />Passion<br />Direction with committed <br />ambition<br />Address individual needs<br />Nurture <br />People<br />Leaders<br />Managers<br />Engagement<br />Commitment<br />Trust<br />Resilience<br />Tolerance <br />
  26. 26. Manager behaviours<br />- managing people<br />MAS<br />Attentiveness<br />Behaviours that promote<br />commitment, trust<br />and<br />engagement<br />Intellectual<br />flexibility<br />Encouragement <br />Conflict <br />resolution<br />Reliability<br />
  27. 27. Managing the service<br />MAS<br />The 4S Model of Ethical Leadership<br />Status – profile of an ethical person<br />Staff – behaviours that promote engagement<br />Service – behaviours that produce the highest <br />quality and standards of service<br />Society – behaviours that demonstrate a concern <br />to prevent harm in society<br />
  28. 28. The Manager’s Code<br />MAS<br />Putting People First<br />Code 1 – Managing the organisation<br />purpose, structures, rules<br />Code 2 – Managing people<br />status, staff and the public, <br />Code 3 – Managing the service<br />decision making, service, society<br />
  29. 29. Implementation<br />- challenge<br />MAS<br />Embedding wellbeing and performance into organisation strategy<br />Embedding a Positive Work Culture into organisation strategy<br />
  30. 30. Implementation<br />MAS<br />Option A – linked to contract of employment<br />Option B – criteria for membership and fellowship of IHM<br />Option C – criteria for accreditation<br />Option D – voluntary<br />
  31. 31. Implementation<br />- national level<br />MAS<br /><ul><li>Create a Centre for Wellbeing and Performance
  32. 32. Driving force; joint venture; licensing body; training; facilitation; coaching
  33. 33. Annual Practice Certificates
  34. 34. Licence to practice; linked to professional membership;
  35. 35. Training programmes
  36. 36. Managing organisations, people and services
  37. 37. Cascade Code messages
  38. 38. Articles; reviews; media; competition</li></li></ul><li>Implementation<br />- local level<br />MAS<br /><ul><li>Facilitating top team development
  39. 39. Awareness; organisation strategy; re-design; action; leadership
  40. 40. Raising awareness of wellbeing and performance amongst all staff
  41. 41. Training, smart cards; appraisal; articles; competitions
  42. 42. Training programmes in manager behaviours
  43. 43. Developing attributes; behaviours; actions; appraisal
  44. 44. Cognitive Coaching
  45. 45. Thinking differently</li></li></ul><li>MAS<br />Thank you<br /><br /><br />