A growth- friendly Public Administration, a Dutch example Developing mental mobility, Rome, 23 October 2014, Mariette Baptist-Fruin

| Ambition Central administration To be an attractive employer for civil servants who are committed, professional and flexible. ­Attractive working conditions ­Balance between professional and private life ­Sufficient possibilities for development and growth, also professionally ­Employees direct their own development activities, funded by their employer

| Employers’ and employee organizations Cooperation to execute a common agenda to stimulate the developments aspired. Breach in the cooperation, lack of trust of employee organizations in the employer (Ministry of Interior on behalf of central administration)

| Employees’ Agenda for Growth Employee organizations chose to develop their own working agenda in the areas of: ­Learning and Development ­Diversity and Inclusion ­Workmanship and craftmanship of the civil servant An existing funding organization, A&O for the central administration, approached PBLQ ROI to help them with training in the area of L&D

| Rationale of new training Ambitions and aims require civil servants who take the initiative regarding their own development and growth. However, a significant group of civil servants does not reflect actively on their own possibilities, wishes and needs. The training to be developed by PBLQ ROI is to support civil servants into get moving mentally

| Mental Mobility

| Main objectives ­Developing self-awareness ­Creating another mind set regarding one’s attitude towards work ­Taking responsibility for one’s own development and growth Not necessarily leading to another job or leaving the civil service altogether, which is sometimes the case with current mobility programmes within the administration

| Role of PBLQ ROI To develop the training programme in close cooperation with A&O To deliver this programme at least ten times To support A&O in further activities to inspire civil servants to move mentally

| Target group Any civil servant from central administration In practice: 65 % of participants 45 years and older 70 % academic background, 30 % supporting staff

| Training needs and motivation Participants apply for the training and fill in a TNA with questions like: ­How satisfied are you with your current position? ­Three most important elements of your work ­What is your dream related to work? ­What is your ambition after 5 years? ­How do you think you can achieve this ambition and what do you need? ­Do you have any side-jobs, paid or unpaid, and what are they? ­Motivation to participate ­Expectations ­Who is your employer?

| The training itself: The WHY of your work A change in mind set is a quest for the intrinsic motivation of people. Knowing your WHY (why you do what you do) stimulates people to get to move mentally, both professionally and personnally, from a positive perspective. This is much more rewarding and inspiring than a pending resignation or imposed mobility

| Resources ­Simon Sinek: the Golden circle DpI0cJdOzUcQ&index=1 ­Daniël Pink: Motivation 2.0 ­Robert Dilts and Gregory Bateson: levels of communication and congruency

| From the inside out What How Why What do you do? How do you do it? Why do you do it?

| Neurological levels of communication MissionIdentityValues and beliefsSkillsBehaviourEnvironment Bateson & Dilts

| Congruency What- how- why What How Why= Intrinsic motiva- tion

| Incongruency What How Why

| The neurological levels & Sinek MissionIdentityValues and beliefsSkillsBehaviourEnvironment Bateson & Dilts Why

| Methodology I Pre-work through assignments on electronic learning environment ­Writing a fictional letter of resignation ­Getting feedback from your environment ­Value audit Reflection report on insights gained so far for the trainers

| Methodology II Plenary session of 1 day ­Getting to know each other ­Theory of Sinek and Dilts/Bateson ­Suspending judgement ­Sharing insights ­Speedcoaching on your what and how ­Formulating your preliminary Why ­Presenting your Why

| Methodology III Working on assignment through the ELO ­Focus on congruency of Why, How and What ­Contact with buddy ­Reflection report Plenary half day ­Beliefs: limiting and empowering ­Congruency ­Formulating and presenting your Why ­Physiology of success

| Results Participants have dis-covered their personal WHY, intrinsic motivation Participants have gained insight how to connect their WHY to their professional and personal activities Participants are more mentally mobile Evaluation by A&O after 6 months, related to TNA

| Vision without action is a daydream. Action without vision is a nightmare

| More information? ­Mariette Baptist-Fruin, LLM ­