Managing Staffing Changes Who's taking the lead?

 Personalisation  Personal budgets  Wider choice  Community living/communal setting  Integrated technology  Health promotion  A range of staff  A range of choices on support  Person centred drivers  Extra care and supported living

Shaping people for the future

Shaping people for the future New working relationships (housing health and social care in the same building) Brand new way of living & customer (More choice than ever before, more technology, more inclusion) Brand new way of working (more flexibility, creativity, communication relationship building)

Shaping people for the future Who's linking the thinking? How much energy is going into the consistent message? Who are the experts and why are they the experts?

competent safe Expert leader Novice confusion Shaping people for the future Invest in your leaders Leadership programs People skills Strategy for long term culture change

Shaping people for the future Experts are leaders and are easy to spot: Open minded Have people skills Creative and forward thinking Communicate openly Inspire others Motivated and positive Passionate (current work reflects this theme: whole delivery)

Motivate Others One vision/goal

Motivate others (extra care) Many disciplines Many stakeholders Many services One goal Should have one shared goal (mission) 44% increase in success across industries (Business Link)

The way we view our roles as workers, in relationship to the challenges we face will have a profound effect on how we meet them Athletes demonstrate this best Motivate others

Should be central to any task and highlighted throughout Everyone should know it, be working towards it Mission Statement/shared goal Motivate others

Knowing who we are and our link to the goal/vision (Two convicts breaking rocks) Reminds us all why we are here Keeps people focused on the outcome Immediate impact, immediate change Many disciplines, many stakeholders, many services One goal one vision one mission Motivate others

One goal one vision Belief

 Belief in what they are doing

A person’s genuine beliefs about their capabilities or ability to meet a challenge is a more accurate predictor of their future levels of performance than any other predictor (psychologist Albert. Bandura) Belief and its impact

Roger Bannister Belief and its impact

(belief: not humanly possible)

 Belief needs to be shared Belief prepares the hearts and minds

 How has this worked for me?

“To share our passion for improving the lives of vulnerable people” For me, Chris Sampson training: “To share my passion for improving the lives of vulnerable people” Mission Statement Belief and its impact

 Spending time and money on problems is wasted time and money  commonly up to a third of management time is spent handling or managing problems (business link) Develop a culture of solutions based representation of the issues

 Inappropriate referrals  Poor communication of the benefits  Poor planning and  Lack of understanding of the new product  Formula was not flexible enough  Incomplete understanding no consistency  Mentality and experience change

 Refuel your experts  Focus on positives  keep returning to the goal  Transmit across the service  Full inclusion  Benchmark  Recognise achievement  Instil belief  One goal; for housing health and social care

“ Change for the better requires effort Change for the worse needs none” Chinese proverb “ once a culture is created it can last forever” Chris

Thank you for listening