Craic-ing the week 23/09/24

W/C 23rd September

I kicked off the week with my car’s annual MOT. I’ll admit, I’m not much of a car enthusiast. Once upon a time, I had a Mazda RX8—great fun, but kids put an end to that! I’ve also done the BMW thing, which was brilliant but expensive. These days, I drive older, second-(or third, or fourth)-hand cars—mostly just for school runs when the rain hits or the odd trip to the west coast. With my new role coming up and more travel expected, I might need to rethink my ride.

Being able to do the MOT first thing on Monday was a perk of the flexibility in my current role. So much of my work is done via Teams that I was able to dial into my planning meetings while waiting. Most of my teams work remotely or across different sites, so the usual 9-5 structure doesn’t always apply. I’ve learned that a bit of flexibility goes a long way in supporting people in these roles. Balancing life and work is tough enough; it’s not my job to make it harder.

As long as communication is there and we’re getting the work done, I do encourage the team to manage their time in ways that work for them—whether that’s going to appointments, school plays, taking a walk to clear their heads, or even dealing with their own dreaded MOT! So much of life is about balance, and as leaders, we have a big influence on how our teams find that balance through the culture we create and the expectations we set.

This week saw some key governance meetings which provide oversight of the tactical work towards the new hospital. In particular, I chaired what will be some of the last meetings of the Telephony Project Board and the Mobile Coverage Project Board, both crucial in ensuring essential communications infrastructure is in place for the opening. I also attended the MMUH commissioning group meeting, with focus on finalising the operational readiness as we approach launch day.

It was great to be able to squeeze in a meeting with the DHCNI Data Institute midweek. This was a fantastic opportunity to meet some of the team and start to get a clearer picture of the work ahead in my new role. Exciting times lie ahead!

Along with car maintenance, I’ve been doing my own version of a check-up—my final PDRs with some of my direct reports this week. PDRs are important annual milestones, but they shouldn’t replace the need for regular check-ins. There shouldn’t be any surprises in a PDR when it comes to performance, objectives, or development plans. That’s why I’m a big believer in regular 1:1s with my team. Collaboratively we tend to be strong. But there remains a need for regular, meaningful one on one discussions, over and above the usual team interactions and informal daily touchpoints.

My boss, Martin Sadler has a great model for 1:1s, which he outlines in his book, Aspirationally Idle (available here! https://amzn.eu/d/5Uukzxb). He uses a "My List/Your List" approach. I actually flip this and start with their list first. It works well— they can get everything off their chest first and usually I can tick off a few things on my list as we work through theirs. We cover the day-to-day stuff, but I also make sure we carve out time to talk about their personal development and long-term goals.

By approaching development this way, PDRs become a chance to celebrate successes and formalise our plans. We know what’s gone well, what needs work, and what’s next on the career development path. It’s an easy, yet meaningful process.

Now, I can’t say I’m always as proactive about car maintenance, but I’m pleased to report the old banger sailed through the MOT—another 12 months on the road!

Onward!

The views expressed are entirely my own and do not necessarily represent the views of any organisation with which I am affiliated.