Day 2 3pm - 4pm - queens suite - professor beverley alimo-metcalfe - from stress to flourishing

#PPMAHR19Don’t Worry be Happy ☺
Conference 2019
Don’t Worry Be Happy

#PPMAHR19Don’t Worry be Happy ☺
Conference 2019
Don’t Worry Be Happy
Professor Beverley Alimo-Metcalfe

PPMA Annual Conference
‘From stressed to flourishing’
© Real World Group 2019
Beverly Alimo-Metcalfe
Emeritus Professor of Leadership Studies, University of Leeds
Founding Director, Real World Group
@realworldgroup
@realworldgroup

Key challenges
• Survive an era of ‘perma-austerity’
• Sustain robust mental health
• Create a culture of engagement & constant
improvement
• Encourage a culture of high RfC
• Strengthen optimism, self-efficacy and personal
resilience
@realworldgroup

‘Under pressure, underfunded and undervalued’
(2016)
@realworldgroup
Incomes Data Research (2016). ‘Under pressure, underfunded and undervalued’. London: IDR
morale, staffing, job security,
pay, T&D
workload, expectations, stress,
bullying, harassment, desire to
quit

Dangers of a stressful workplace
• Under pressure, we detach/disengage
• It’s highly infectious
• We default..
• We create cultures of blame
• Has a negative effect on concentration & decision-making, and innovation
• We have to find a better way of coping..
@realworldgroup

How leadership influences a culture of
engagement, wellbeing & high performance
V
I
S
I
O
N
Performance
Outputs
Resources
Individuals’
KSA
Experience
Potential
+
Engagement!
Leadership
Achieve
our
Vision
CULTURE
Organisational
Culture
Leadership
Top Team
Leadership
Organisational
Leadership
© Real World Group 2019 @realworldgroup

1st principle:
Engagement isn’t a choice
@realworldgroup

Opening the ‘Black box’:
5 Primary drivers of human effort
M
A
M
A
S
Engagement
Beware major causes of reducing
‘meaning’! @realworldgroup

2nd principle:
Leadership…avoid the snake
oil!
@realworldgroup

The meaning of ‘Leadership’ has changed
fundamentally..
• From leadership as position, to leadership as practice
• Leadership is a social process – dynamic and
collaborative
• Leadership results in learning & growth
Fletcher, J. (2004). ‘The paradox of post-heroic leadership: An essay on gender, power, and transformational
change’. Leadership Quarterly, 15, 5, 647-661.
@realworldgroup

Real World Group’s model of
Engaging Leadership
© Real World Group
Alimo-Metcalfe, B. & Alban-Metcalfe, J. (2008). ‘Engaging leadership: Creating organisations that maximise the
potential of their people’. London: CIPD.
@realworldgroup

How do we know EL isn’t snake oil?
Source: Alimo-Metcalfe, B. (2008) Engaging Leadership: Creating organisations that maximise the
potential of their people. London, CIPD.
@realworldgroup

Leadership: competence isn’t
enough
Degree of
Competence
Degree to
which
Engaging
A
B C
@realworldgroup

Why 360-feedback is so crucial for
leadership development: research
findings
boss
Manager
Staff
Peers
ns
ns
ns
sig.
sig.
sig.
Clients
sig.
peers
staff

Whose ratings are most valid for
predicting performance?
boss
Manager
Staff
Peers
ns
ns
ns
sig.
sig.
sig.
Clients
sig.
peers
staff

3rd principle:
You must embed engaging leadership in the
culture
@realworldgroup

Does a culture of engaging leadership
predict performance? The evidence
1 year
Time 1
Leadership Culture of
teams (n=707 in 46 teams)
Time 2
Productivity
Engagement
Well-being
Controlled for contextual variables
= how competent
= how engaging
x
Alimo-Metcalfe et al., (2007) ‘The impact of leadership factors in implementing change in complex health and social care
environments: NHS Plan clinical priority for mental health crisis resolution teams (CRTs)` . Department of Health NHS
SDO, Project 22/2002.

The culture of high-performing teams – findings
from research
• What behaviours in teams create a strong culture of
engagement & wellbeing?
• What creates a culture of ‘high quality service’ in a team?
• What characterises the culture of teams that are
adaptive/innovative and have high RfC?
Alimo-Metcalfe et al., (2013). Leading to Quality: An investigation of the impact of leadership & team working on
staff morale & wellbeing, & team performance, among mental health teams within Yorkshire & the Humber Strategic
Health Authority.
Alimo-Metcalfe et al., (2007) ‘The impact of leadership factors in implementing change in complex health and social
care environments’. NHS SDO-funded Project 22/2002
@realworldgroup

3 key dimensions of teamworking
behavioural
cognitive
affective
@realworldgroup

How high-performing teams
successfully handle constant change
Culture of
Engagement
& Wellbeing
Sustained High
Quality Services
Share
experience &
learning
Psychological
safety & social
support
Engage in how
achieved
Strong team
potency;
celebrate
Culture of
Development &
Improvement
Build a Shared
vision
Prioritise F2F
communication
Alimo-Metcalfe et al., , 2007, 2008, 2013, 2014
Clear goals &
roles

4th principle:
You need to get the Top Team on-board
@realworldgroup

Major blocks to the success of
culture change initiatives?
#1: senior managers
#2: senior managers
#3: senior managers

“The Executive Team are sensitive to the impact of
change on staff in the organisation, encouraging
them to engage in looking for the best ways to
implement change”
@realworldgroup

“The Executive Team encourage people to
question traditional ways of doing things at all
levels within the organisation to improve quality,
safety and effectiveness”
@realworldgroup

5th principle:
Don’t under-estimate the importance of
optimism!
@realworldgroup

Remember the ‘Losada ratio’
3:1
Losada, M. (1999). ‘The complex dynamics of high performance teams’. Mathematical and Computer Modelling,
30, (9–10), 179–1
@realworldgroup

The power of positive emotions –
the research
• Widens scope of attention
• Broadens behavioural responses
• Increases creativity
In longer term, builds enduring responses, including:
• Increased curiosity, interest, & exploration
• Greater resilience, persistence & an increased range of coping
strategies
• Leads to increasing learning opportunities
Source: Fredrickson, B. L., & Losada, M. (2005). ’Positive affect & the complex dynamics of human flourishing.
American Psychologist, 60, 7, 678–686
@realworldgroup

Case study 1: Southend Council
• Major budget cuts; urgent need to increase capacity
• Focused on effectiveness, efficiency, innovation
• Engagement was key – Executive & Senior leaders’ was role critical
• ‘Bridge Programme’ created by the OD team in consultation
@realworldgroup

Southend Council (2)
Process: culture change must be led from the top
• Top 100 managers attended a workshop on Engaging Leadership
to achieve a shared understanding of EL & check its face validity
• Executive team undertook TLQ-360
• Followed by remaining senior managers
• Feedback workshop on the Exec Team’s Group report to identify
possible themes and explore actions and commitments
• 1-2-1 Coaching feedback from internal accredited coaches, and
individual commitment to action in areas of development
@realworldgroup

Southend achievements include..
• Gold IIP accreditation & award (2015)
• Employee engagement: week-long peer review by LG CX + LGA
stated: “…the employee engagement in Southend is second to none
in the UK”
• Municipal Journal awarded Southend-on-sea Executive Team:
“The Leadership Team of the Year”
• OD team: finalists in the Training Journal Awards 2016 for their
“Coaching Programme & won the top culture change award for
their ‘Southend Way Culture Change Programme’ beating
international competition from the private sector that included huge
multi-nationals
@realworldgroup

Case study 2: Blackpool Council
• Workforce cut by 30%, including 40 senior managers
• “How can we motivate & support staff to do ‘more with less’?”
• Embarked on a leadership programme to develop skills, empower
staff and unite them around a common set of values (RWG & NWE)
• Based on embedding Engaging Leadership in the culture
• Participants: Elected members (EMs), Corporate Leadership Team,
next tier of Senior leaders, and ‘Aspiring leaders’ in more junior roles
@realworldgroup

Blackpool Council (2)
• Actively engaged the staff widely in identifying the Council’s values
• All participants undertook the TLQ360 (including the CX & Leader)
• The Elected Members undertook the iGov360 version
• Participants identified activities they could undertake in building
resilience and engagement in their teams/services
• One activity involved pairs of EMs and managers visiting various city
locations seeking the experiences, views, and ideas of the
community, staff, other agencies as to what would improve their lives
• Summaries were presented back to the whole group, with discussions
regarding improvement
@realworldgroup

Blackpool Council: outcomes
• Feedback from participants was overwhelmingly positive
• Participants commented in focus groups that:
- the programme recognised their needs as leaders in today’s
more austere times,
- lifted morale
- increased a sense of shared culture
- improved collaboration across the council
• A survey of staff undertaken several months later found that
75% felt changes made across the organisation had empowered
them to take more of a leadership role, and 73% felt more
supported.
@realworldgroup

6th principle:
You are critical to the
wellbeing of your people,
organisation, & community
@realworldgroup

Your role is crucial in convincing
managers that …
• Prioritising engagement & wellbeing at work, isn’t an
additional responsibility of leadership
• It’s the prime responsibility – i.e. managing the resources
that deliver the organisation’s goals
• ‘Leaders’ are possibly, the major source of stress
• But also, the means of creating the most efficacious
environment for nourishing highly-motivated, high-
performing staff with strong wellbeing
@realworldgroup

Your role is key in informing your people processes
• What are the implications for selection, appraisal, training
& development, etc., ?
• How can you influence how leadership is understood and
practised?
• How can you influence the senior managers to agree to,
and role model engaging leadership?
• What data could you use?
@realworldgroup

For articles and more information
www.realworld-group.com
hello@realworld-group.com
@realworldgroup

Day 2 3pm - 4pm - queens suite - professor beverley alimo-metcalfe - from stress to flourishing

Day 2 3pm - 4pm - queens suite - professor beverley alimo-metcalfe - from stress to flourishing

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Day 2 3pm - 4pm - queens suite - professor beverley alimo-metcalfe - from stress to flourishing