Directions in transformational leadership:
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Helen Bevan's talk to the HIMMS Executive Leadership Summit 30th June 2015
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Directions in transformational leadership:
- 1. Helen Bevan Chief Transformation Officer @HelenBevan Directions in
- 6. @HelenBevan SEISMIC SHIFTS Change from the edge
- 7. @HelenBevan Jeremy Heimens TED talk “What new power looks like” https://www.youtube.com/watch?v=j-S03JfgHEA old power new power Currency Held by a few Pushed down Commanded Closed Transaction Current Made by many Pulled in Shared Open Relationship
- 8. @HelenBevan The battle and balancing between the old and new power will be a defining feature of society and business in the coming years Jeremy Heimans and Henry Timms Understanding new power, Harvard Business Review, December 2014 https://hbr.org/2014/12/understanding- new- power?utm_campaign=Socialflow&utm_sou rce=Socialflow&utm_medium=Tweet
- 9. The Network Secrets of Great Change Agents Julie Battilana &Tiziana Casciaro 1. As a change agent, my centrality in the informal network is more important than my position in the formal hierarchy 2. If you want to create small scale change, work through a cohesive network If you want to create big change, create bridge networks between disconnected groups
- 10. People who are highly connected have twice as much power to influence change as people with positional power Leandro Herrero http://t.co/Du6zCbrDBC
- 11. “I have some Key Performance Indicators for you” or “I have a dream” Source: @RobertVarnam
- 12. @HelenBevan Starts on the fringe (at the edge) Starts with the activists Gary Hamel always
- 13. @HelenBevan is the new normal! “By questioning existing ideas, by opening new fields for action, change agents actually help organisations survive and adapt to the 21st Century.” Céline Schillinger Image by neilperkin.typepad.com
- 14. @HelenBevan What is a rebel? •The principal champion of a change initiative, cause or action •Rebels don’t wait for permission to lead, innovate, strategise •They are responsible; they do what is right •They name things that others don’t see yet •They point to new horizons •Without rebels, the storyline never changes Source : @PeterVan http://t.co/6CQtA4wUv1
- 15. @HelenBevan We need to create more boatrockers! • Rock the boat but manage to stay in it • Walk the fine line between difference and fit, inside and outside • Able to challenge the status quo when we see that there could be a better way • Conform AND rebel • Capable of working with others to create success NOT a destructive troublemaker Source: Debra Meyerson
- 16. @HelenBevan Source : Lois Kelly www.rebelsatwork.com There’s a big difference between a rebel and a troublemaker Rebel
- 17. @HelenBevan Reflection • What are your insights around “rebels” and “troublemakers”? • What moves people from being “rebel” to “troublemaker”? • How do we protect against this?
- 18. @HelenBevan Source : Lois Kelly www.rebelsatwork.com There’s a big difference between a rebel and a troublemaker Rebel
- 19. @HelenBevanFor more information/explanation visit: http://linkis.com/www.oscarberg.net/20/QwGqW
- 20. @HelenBevan Is your change process a cathedral or a bazaar? Source of image: http://www.slideshare.net/djinoz/the-cathedral-and-the-bazaar-musings-on-iphone-and-android?related=1
- 21. @HelenBevan Too many NHS change processes are cathedrals
- 22. @HelenBevan • systematic “change management” • too often, leaders prescribe outcome and method of change in a top-down way • change is experienced by people at the front line as “have to” (imposed) rather than “want to” (embraced) Change Programmes • everyone (including service users and families) can help tackle the most challenging issues • value diversity of thought • connect people, ideas and learning • Role of formal leaders is to create the conditions & get out of the way Change Platforms “Tear down the walls”
- 23. @HelenBevan
- 24. Our change platforms More than 6,500 enrolees in 2014 & 2015 #SHCR: 65m Twitter impressions Nearly 100,000 downloads of school materials Enrolments from 41 countries More than 100 local learning groups across the globe 21,000 active users Activists from 120 countries @theedgenhs: 194.1k Twitter impressions (since 1 January 2015) 800,000 pledges in 2014 4 X the local activity/connectivity in 2015 compared to 2014 #nhschangeday: 130m impressions Facebook impressions 253,999 A knowledge hub for change activists in health and care Biggest-ever digital campaign for EMAP (Health Service Journal and Nursing Times): 14,000 contributors to the joint campaign to “challenge top down change” Ground-breaking: the first-ever crowd-sourced theory of change in the NHS
- 25. What does the NHS workforce think? 14,000 contributors recently identified 10 barriers to change: Confusing strategies Over controlling leadership Perverse incentivesStifling innovation Poor workforce planning One way communication Inhibiting environment Undervaluing staff Poor project management Playing it safe Source: Health Service Journal, Nursing Times, NHS Improving Quality, “Change Challenge” March 2015
- 26. What does the NHS workforce think? 14,000 contributors recently identified 11 building blocks for change: Inspiring & supportive leadership Collaborative working Thought diversityAutonomy & trust Smart use of resources Flexibility & adaptability Long term thinking Nurturing our people Fostering an open culture A call to action Source: Health Service Journal, Nursing Times, NHS Improving Quality, “Change Challenge” March 2015 Challenging the status quo
- 27. ”If people give to a cause, they expect a relationship, not a transaction” Nilofer Merchant
- 28. @HelenBevan We will need fewer programme managers and more knowledge leaders and connectors http://connect.forwardmetrics.c om/business-management/the- strength-within.html
- 29. @HelenBevan Because there’s a problem…. Source of quote: Harold Jarche Source of image:http://gotcll.com/about-2/ Getting information off the internet is like taking a drink from a fire hydrant Mitchell Kapor
- 30. @HelenBevan
- 31. @HelenBevan What is the best way to spread new knowledge? Source of data: Nick Milton www.nickmilton.com/2/2tOjE Social connection/discussion is 14 times more effective than written word/ best practice databases/toolkits etc Source of image: happiness-one-quote-time.blogspot.com
- 32. @HelenBevan My “Edge Talk” this Friday “Scrap the programme – this is an era for change platforms” 3rd July 2015 9.30 – 11.00 (UK) http://theedge. nhsiq.nhs.uk/ex pert/scrap-the- programme- this-is-an-era- for-change- platforms/ Source of image: www.activationjourney.com
- 33. @HelenBevan 1. Follow on Twitter @HelenBevan @NHSIQ 2. Subscribe to 3. Get materials from The School for Health and Care Radicals: www.theedge.nhsiq.nhs.uk/school 4. Sign up for “Edge Talks” TheEdge.nhsiq.nhs.uk Four ways to connect! @School4Radicals @TheEdgeNHS
- 34. @HelenBevan References and links Baron A (2014) Preparing for a changing world: the power of relationships Battilano J, Casciaro T (2013) The network secrets of the great change agents Harvard Business Review, July-August Bevan H, Plsek P, Winstanley (2011) Leading Large Scale Change - Part 1, A Practical Guide Bevan H (2011) Leading Large Scale Change - Part 2, The Postscript Bevan H, Fairman S (2014) The new era of thinking and practice in change and transformation, NHS Improving Quality Change Agents Worldwide (2013) Moving forward with social collaboration SlideShare Diaz-Uda A, Medina C, Schill E (2013) Diversity’s new frontier Fuda P (2012) 15 qualities of a transformational change agent Grant, M (2014) Humanize: How people centric organisations succeed in a social world http://prezi.com/usju20i0nzhd/humanize-how-people-centric- organizations-succeed-in-a-social-world/ Hamel G (2014)Why bureaucracy must die Jarche, H (2013) Rebels on the edges
- 35. @HelenBevan Jarche H (2014) Moving to the edges Kotter J (2014) Accelerate! Harvard Business Review Press Merchant N (2013) eleven rules for creating value in the social era Llopis G (2014) Every leader must be a change agent or face extinction Meyerson D (2001) Tempered Radicals: how people use differences to inspire change at work Harvard Meyerson D (2008) Rocking the boat: how to effect change without making trouble Harvard BP Perkins N (2014) Bats and pizzas (agility and organisational change) Schillinger C (2014) Top-Down is a Serious Disease. But It Can Be Treated School for health and Care radicals (2014) www.changeday.nhs.uk/healthcareradicals Shinners C (2014) New Mindsets for the Workplace Web Stoddard J (2014)The future of leadership Williams B (2014) Working Out Loud: When You Do That… I Do This Weber Shandwick (2014) Employees rising: seizing the opportunity in employee activism Verjans S (2013) How social media changes the way we work together References and links
Notas do Editor
- Link below http://www.bbc.co.uk/news/magazine-23790147 http://www.bbc.co.uk/learningzone/clips/martin-luther-king-i-have-a-dream-pt-1-2/1293.html With the brooding statue of Abraham Lincoln peering down at him, King began by telling protesters that their presence in the symbolic shadow of the "great emancipator" offered proof of the marvellous new militancy sweeping the country. For too long, he complained, black Americans had been exiles in their own land, "crippled by the manacles of segregation and the chains of discrimination". The whirlwinds of revolt would continue to shake the very foundations of the country: "And those who hope that the Negro needed to blow off steam and will now be content will have a rude awakening if the nation returns to business as normal," King said. It would be fatal for the nation "to overlook the urgency of the moment and to underestimate the determination of the Negro". “He's good - he's damned good” Kennedy on King Wearied by the suffocating heat, the crowd's initial response was muted. The speech was not going well. "Tell 'em about the dream, Martin," shouted Mahalia Jackson, referring to a rhetorical riff that King had used several times before, but which had not made it into his prepared speech because aides insisted he needed fresh material. But King decided to cast aside his prepared notes, and launched extemporaneously into the refrain for which he will forever be remembered. "I have a dream that one day this nation will rise up and live out the true meaning of its creed," he shouted, his out-stretched right arm reaching towards the sky. Soon he was hitting his rhythm, invigorated by the chants and cries of the crowd. "Dream on!" they shouted. "Dream on!" With his voice thundering down the Mall, King imagined a future in which his children could "live in a nation where they will not be judged by the colour of their skin but by the content of their character". Then he reached his impassioned finale. King asked the crowd to yell so it was heard the world over Watching at the White House, the president was riveted. Like so many Americans, it was the first time he had heard the 34-year-old preacher deliver a speech in its entirety - the first time he had taken its measure, listened to its cadence. "He's good," Kennedy told one of his advisors. "He's damned good." The aide was struck, however, that the president seemed impressed more by the quality of King's performance rather than the power of his message.