Transformational Strategic Change

Transformational
Strategic Change:
Leading today’s organizations through transformational
organizational change.
• Understand your organization and community
• Maximize resources by learning how to recognize them
• Master change management through team
engagement
• Modernize programs to match culture and
demographic needs
• Build your vision, lead with vision, avoid 20/20
hindsight
Strategic planning is only as good as your awareness and
insight into your population, values, resources, useful
Copyright: Elizabeth Beletic, PhD

Introduction
In this day and age affordable quality programming cannot exist
without strategic design incorporating knowledge of people,
culture, systems, resources, change management, finances, and
on-going evaluation. Leaders need to be visionaries brining to the
table not just expertise in their field, but a willingness to work
collaboratively to move programs and policies forward to meet
demands of changing climates.
My name is Elizabeth Beletic, MAFSG, MSW, PhD, and with
almost twenty years experience in health care, I have not only
learned the keys to organizational success but lead teams to
achieve their desired service outcomes.
As a consultant and published author I am looking to bring new
strategies to identify more resources and effective processes to
maximize your desired outcomes.

Keys to Service Excellence
Lead with a vision, values and mandate that build capacity
Client Centered: define ‘client’
Engage others: it takes a community to define service
needs and serve
Map information and process systems
Continuous improvement through on-going evaluations
Financial accountability
Minimize risk and litigation through knowledge of
legislation, evidenced based practices and educate staff
and client base
Transformational change happens at the core; know your
business, understand yourself, engage employees and
community from their hearts.

Organizational
Improvement
Organizational improvements require a matrix of
knowledge, evaluation techniques, and planning.
Without a properly designed plan, attempting
organizational change could cost you your job or
business if not properly executed.
Relying on already over stretched staff who may or
may not have the education, training, and
experience to lead projects can make small
successes but at the end of the fiscal year, you may
not have achieved your best potential.
As with your organization, you want to hire the right
person for the job when embarking on organizational
change. Copyright: Elizabeth Beletic, PhD

Table of Contents
Your Vision
Resources
Metrics
Evaluation
Team Building
Leadership vs Management
The Matrix

Your Vision
Highlights
Do you understand your own philosophy and values
that you bring to work?
Before jumping into organizational change, leaders
must be aware of how their beliefs impact and
influence the organization along with their
employees.
Join me to uncover how you make and break your
organization’s success.

Organizational Vision
Chapter Highlights
Each employee influences service outcomes from their buy-in
to the organization’s values, vision, mandate and means to
achieve desired service goals.
Does each member of the organization need to be on the same
page to obtain optimal business outcomes?
How do you lead staff to engage in their role from
organizational values such that the company vision inspires
optimal performance and outcomes?
Are you connecting employees at their core to connect their
sense of purpose with their work function?
How are employee’s biases influencing performance and
outcomes?

Resources
Understanding ‘resources’ and how to maximize,
strengthen and build what you have and what you
were not aware of:
Human Resources
Technological Resources
Finances
Networking Resources

Human Resources
Organizational Psychology
Human Factors
People working in an organization are not ‘just
people’, they are a mix of resources feeding off each
other that can either keep a company up and
running or shut it down.
It is everyone’s responsibility to inspire to achieve an
organizations goals; it is a leaders responsibility to
create that atmosphere.

Team Building &
Resourcing
Chapter Highlights
When I begin working with a team I ask participants
to write down their role, training, education, learning
style, strengths, interests, professional development
goals, how they like to be acknowledged and what
values they bring to the workplace.
By knowing my team members, I can strategize to
optimize, develop plans to engage others from the
core and predict greater outcomes.
It comes down to engaging others and keeping them
focused on their job and develop their potential
further.

Intergenerational Shifts
Chapter Highlights
Have you ever worked for an organization that did not take into
account demographic or cultural shifts?
My first introduction to demography was in the 1990’s when I
began attending seminars from Statistics Canada. When I
stepped into management roles I always examined my workforce
and engaged in contingency planning not just for vacancies but for
retirement rates and cultural shifts.
In one of my roles 100% of front line staff had the potential to
retire in a one year period. Human Resources had not planned for
mass retirements despite statistics predicting the retirement ratios
decades in advance. The cost of not being knowledgeable costs
an organization deeply.
Another are over looked . . . Intergenerational shifts in job seekers
desire to work, how to work, hours to work and entitlement to cell
phone use on the job. Let me share with you how to manage
intergenerational differences.

Wellness & Sick Time
Chapter Highlights
I worked for a decent sized organization who
provided health care to 44, 000 people in the region.
Healthcare employee sick time was equivalent to 6
full time positions each month. The organization’s
philosophy was to threaten no sick pay. Initially no
investigation was done as to why sick time was so
high.
End result: you will be surprised!

Financial Resources
Chapter Highlights
Everyone wants to stretch their dollars and maximize
desired outcomes. Have you determined where the
waste is?
A common interview question when hiring managers is
through presenting a scenario asking the applicant if they
were told they had to reduce their budget by 10%, how
would they do it? Common responses include materials
or cutting a position. Little thought is usually given to
maximizing resources through blending departments,
organizational psychology, human factors, knowing
employee’s strengths. Dare I add, hire the right person
for the job?

Financial Accountability
Chapter Highlights
When ego is in the way . . . managers, directors, and
executives waste millions of dollars a year by not working
together, sharing resources, or allowing external
resources to assist in some capacity.
*Portfolios when treated as a silo are not cost efficient.
Supervisors must take measures to understand where
money is being spent, where there is waste, and how to
work with others to optimize resources. Blind faith from
those reporting up or one’s own ignorance should not be
acceptable practice. Learn how to be financially
accountable, don’t be a bystander.

Networking Resources
Chapter Highlights
Community capacity building, networking, and
partnerships are not new concepts in business.
However, understanding potential ‘resources’ often
needs to be further developed.
Drill down. As with measures taken to learn about
your ‘team’, ask the same questions when working
with interagency or community groups.
Get to know your resources.

Metrics/Measureables
Understand the outcomes of each process
Measure staff performance and impacts
continuously
Errors/Incident impacts
Outcomes in quantity and quality
Compare with other portfolios

Ego and Beyond
Chapter Highlights
Are you getting what you are paying for? Have you
been fooled with wind and fire?
Are you being put at risk for litigation?
How to protect your organization and your job:
Accountability is far too often take for granted. Are
methods for leaving evidence based paper trails
missing and leaving you looking like a fool and
placing your organization at risk.

Leadership vs
Management
The days of dulldrum managers who lack inspiration
are through. Any supervisor needs to not only know
how to manage, but needs to lead through
inspiration, organizational values and vision.
Are you hiring and training supervisors to perform
both functions?
Are your hiring interview exercises robust enough to
determine if you are hiring the right person for the
job?

Legalities
Pleading ignorant or denial when faced with legal issues is not
acceptable in this century. Whether you are a front line
employee or in a supervisory role, it is your responsibility to
know what you are accountable for and what legislation
dictates your actions.
• Clinical registrations?
• Human Rights?
• Insurance policies
• Labor Laws
Learn how to develop corporate policies to hold each employee
accountable and keep them informed on everyone’s rights in
the workplace.

Ready to meet?
Whether you are planning large or small scale
changes in your organization, attempting a change
in culture, or in the middle of change facing
‘resistant’ staff, connect with me. Together we can
strategize how to meet your goals.
Sincerely,
Elli
Email: ebeletic@live.ca
Copy write: Elizabeth Beletic, PhD

Transformational Strategic Change

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