#012: The importance of frameworks for change: lessons learned as a Board Director in the NHS

I learnt many important lessons as a Board Director in the NHS.??

One of those lessons was realising that as well as motivating and inspiring people to want to change, I had to create a framework in which change could happen.??

It wasn’t enough to stand up once a quarter and talk about the vision and strategy I had for the organisation and hope that it would – magically – happen. I had to be proactive.?

Saying that I had an open-door policy wasn’t enough for people to seek me out when they got stuck. A lesson I learnt at my peril when a project stalled after two months for something as easy as a straightforward budget approval.??

What did I do differently??

I created regular check-in points with every operational team working on a change project to give them a forum for raising issues that they needed help unblocking. A game changer in demonstrating that they had my full support and confirming that they had autonomy over what they were doing.??

My role was to listen, to unblock issues, to coach and mentor - to see the problem from different angles. NOT to roll up my sleeves and do it for them.?

I see this problem replicated across many of my clients’ businesses. The disconnect between the vision and strategy that a leader has for their business and what is happening in the business on a day-to-day basis.?

Joining the two things together is imperative for turning the words of strategy into action. Action that delivers tangible changes and?tangible results for the business and the people that work in it.?

This month’s newsletter – the role of the leader in leading change, delivered as always in 3 short tips, 2 things I’ve liked, and 1 free resource.?

3 short tips:?

1. Hold meetings to check in on progress?

Don’t wait (expecting someone to come and give you an update). Put meetings in the diary, with clarity on the purpose of the meeting, and a clear agenda. These should?be a combination of team meetings and one-to-ones. Kick off meetings to get things started, lots of meetings in the middle to maintain momentum, and a celebratory meeting at the end.?

2. Get crystal clear on the ‘who’ and ‘by when’?

As the saying goes, "what interests my boss fascinates me." To witness progress, it's essential to be aware of the expected actions and their timeline. Stay on top of commitments by knowing who has agreed to what and by when. You are as responsible for this information as the person who will be taking action.?

Side note, for those leaders who feel there is a lack of accountability in their business: it’s easy to hold people to account if you know what you are holding them to account for. Accountability starts with you!?

3. Focus on learning lessons and the gains?

Whilst clarity on the ‘who’ is needed for tasks and actions, finding ‘who’ to blame when things are not going according to plan is not going to nurture the culture needed for change to thrive.?

Instead seek to understand what the root causes are, work out what needs to be done differently next time (the lesson to be learnt!) and look for the gain: there’s a silver lining in every situation… sometimes it just takes you a bit longer to see it!?

2 things I have liked:?

1. The results of playing the long game?

Change always takes longer than we want it to, and the prize comes to those who play the long game by staying consistent and focused.?

A huge congratulations to Tony's Chocolonely and everyone involved for this huge game changing moment ???

Read more here ->

https://www.dhirubhai.net/feed/update/urn:li:activity:7056643373138370561/?

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2. What makes a great leader??

This HBR article is particularly noteworthy, not only for its insightful content but also because it features a case study that I have personal experience with. In 2009 I had the privilege of being part of the project team responsible for constructing the Cleveland Clinic in Abu Dhabi.?

The article talks about three styles of leadership important in today’s business world. All involve co-creation and the ability to empower people to make change happen.?

https://hbr.org/2022/09/what-makes-a-great-leader?

1 freebie?

My freebie this month is a book recommendation – The Gap and The Gain: The High Achievers guide to happiness, confidence, and success by Dan Sullivan.?

Too often in life – and in change programmes – we focus on how far we still have left to go when what we should be going is looking at how far we have come.?

An insightful book, full of everyday examples, of the difference that focusing on the gains has on mindset and continued success.?It’s well worth a read.?

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