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Alliance Homes Group – Mature People Management

Maturity Doesn’t Always Come With Age

Mature people management practice hinges on how you do it, not how long you’ve been doing it. And it starts with values.

When we think about a mature person, we usually imagine someone who has learned from experience over many years. But when we apply the word to people management, it doesn’t always work like that. It’s perfectly possible for long-established businesses to get stuck in an entrenched mindset where development, change and ‘enlightened’ thinking are simply not on the agenda. On the other hand, there are relatively young organisations out there that have embedded a set of values into their development strategy, demonstrating a truly mature approach to people management.

People management

Values for identity, quality and purpose

A west of England community-based social enterprise providing housing management, care and support, maintenance, and green energy solutions, Alliance Homes Group is a great example of this.
In 2006, it had just split away from the Local Authority, where it had been a directorate merged with Adult Social Services. As an organisation now standing on its own, the team at Alliance Homes Group faced a great many challenges, including how to change their culture from one dependent on the public purse to an independent, energetic and enterprising service provider with its own recognisable brand.

One advantage Alliance Homes Group had was the enlightened thinking of the Chief Executive, Clive Bodley, and his senior team. Their primary focus was on customers and service users, so a great deal of work went into developing a set of customer service values, with some high-quality training to support this. Cleverly, they made these values applicable to Alliance Homes Group as an employer as well. Through facilitated staff events, they involved their people in creating and expressing a set of words they could apply internally as well as externally.

With those values and commitments in place, published and owned by everyone, they had a solid foundation from which to develop. And develop they did. Strategic planning, role descriptions, appraisals, training and communications have all been planned and implemented with explicit links being made back to the values.

Surveys and employee voices shaping improvement

One demonstration of how their emotionally intelligent approach is working is how the employee survey has come to be treated by departments like HR, Finance and IT as a customer satisfaction measure. They agree improvements to the service they provide internally in just the same way as the customer-facing teams do in response to the survey results they receive.

Alliance Homes Group were committed to consulting with the whole team on a five-year corporate plan and putting in place their own systems to implement it. They formed a Performance Management Group to oversee the whole process at corporate, team and individual levels. They recognised the need to evaluate as they went along, and invited me to carry out an internal perception-gathering exercise.

An online appraisal system was designed, with ratings against a comprehensive list of competencies. But there were issues. Although there were many performance metrics in place, people weren’t making the best use of the information these provided. So we streamlined the process into a crystal-clear traffic light report approach, published to both customers and staff.

Another issue Alliance Homes Group faced was people not being clear about the role of managers, and having an inconsistent understanding of what was expected of them. To address this, Alliance Homes Group rolled out a modular management development programme with additional coaching elements, which, over time, led to a real change in managers’ behaviour. One of the administration team told me, “I feel inspired – my manager supports me and is willing to share his knowledge and experience to help me progress.”

To accreditation and beyond

In 2010, Alliance Homes Group felt it was ready for Investors in People accreditation, invited the assessor in and achieved Bronze on its first go. But as with many businesses where excellence in people management  is embedded in everything they do, the improvement didn’t stop there. Despite a major restructure, which led to a lot of pressure on Alliance Homes Group’s HR team (three TUPE projects in a single year!), the organisation continued in its commitment to developing its culture and its people.

“We were due to be re-assessed at the end of 2013, so 12 months before that Lance carried out an informal audit for us to benchmark where we were,” explains Amanda Strange, Assistant Director of HR. “Following the audit, Lance identified the areas where we needed to focus our efforts, including evaluation systems, all-staff communications about strategy and values, team meeting agendas and developing a people policy, all of which we worked through.”

The shift from local authority department to independent organisation may have been difficult, but it enabled Alliance Homes Group to decide what sort of business it wanted to be and to create a workplace culture that reflected that. Much of what they do now would have been far less likely in their former guise. They are open and transparent within their team. As one employee explained, “It’s amazing that we’re given all the information about figures – we’ve never had that before”.

They delegate measurement and reporting across their team to create a sense of ownership. They hold regular team meetings, inviting guest speakers from different teams to talk about what they do, to improve cross team understanding. What’s more, they invest in skills for the long term and think innovatively about learning solutions, with options including job shadowing, mentoring and on-the-job coaching. “I prefer learning practically rather than in a ‘chalk and talk’ situation,” explains one team member. “The shadowing opportunities have been great for this.”

These achievements have been made possible because of the all-important values. If there’s an atmosphere of trust, then so much more can happen. People share more, challenge what needs to be improved, and come into work with smiles on their faces. Faith in human nature becomes a virtuous circle. That’s got to be good for customers, right?

Time served vs. maturity

To talk about mature people management is to talk about values and the atmosphere they create. Shaping your values with your team and embedding them in your business is the first step to maturity, because it breeds a workforce that is more engaged, responsive and committed – which in itself can take your business to new heights. And you don’t have to have been around for decades to do it. You just need to mean it, and follow it up with actions that bring those values to life.

Just like Alliance Homes Group did.

Hft – Leadership Qualities in Everyone

Why leadership means more when it’s spread out

Hft

When it comes to effective leadership, the spotlight turns not just on the team at the top. Encouraging leadership qualities in employees at every level can have a powerful impact on performance.

If you google ‘distributed leadership’ you’ll get such a plethora of articles and images it’s almost impossible to work out what it’s really about. The idea has been around for some years now, but only an enlightened few organisations have managed to successfully put it into practice.

One of them is Hft, a national charity providing local support services for people with learning disabilities. And while Hft sits firmly in the social care sector, the principles and approaches for encouraging good leadership behaviours in staff across an organisation apply to us all – multinational or microbusiness, profit-driven or charity.

Steady under pressure

As in many other sectors, Hft operates in a world where outside pressures can set the agenda and influence how the organisation operates, from central and local government to regulators and the families of the people they support. But despite the huge pressure to focus on compliance, Hft has held steady in its commitment to its team, understanding that they hold the key to creating the best experience for the people they’re there to support.

For Hft, individual leadership comes in the form of each member of staff working with another support worker to draw up a client care plan, inspiring them to stick to it and helping them to achieve great things. A few years ago changes in legislation introduced the need to have a care plan for each person Hft supports, so they responded by designing a special training programme which enables them to delegate responsibility to the support workers themselves.

This meant everyone in the organisation had to think in unfamiliar ways about their role in helping the people they support to gain more independence. The main problem lay in switching from care provider to facilitator – as one support worker put it: “people deserve more than just care.”

Initial research revealed that Hft was already doing well with working in partnership, being creative and flexible, aiming for the best and having a genuine passion for what they do. So the next step was to build on these existing strengths by painting a clear company vision and sharing it effectively with their employees. Hft Centres across the country set about designing their own interpretations of this model, so it was always relevant. “They’re quirky, but they really work for us,” says one Hft employee.

Initially seen as “more paperwork”, the subsequent response was extremely positive as it allowed support workers to think deeply about the aspect of the job they found most rewarding – seeing people flourish and gain independence. “We call it person-centredness,” says Paul Twynam, Leadership and Management Specialist at Hft.

The roots for success

Organisations wanting to reap the benefits of distributed leadership will need to make sure they create the right environment for it to flourish. Looking at the Hft example, the roots for success include:

· Thinking very carefully about the different communication needs of different groups of staff, and adapting the channels to suit
· Consulting with staff on all major decisions and explaining the bigger picture, via their Partnership Forum and team meetings
· Encouraging managers locally and at the top to create an environment where people feel trusted to make the right calls about how they do their jobs
· Designing the delegation of accountability into all training, and providing ample support during the transition

Taking this approach allowed Hft to achieve great results in a sector where costs are being squeezed and inspection regimes are tough. And when it comes to fully invested employees, the positivity of Hft’s people speaks itself: “The way Hft does things is how it should be done in the 21st century,” says one Hft employee; “I’m really proud of our approach to supporting people” says another. The longer-term impact on Hft’s working culture means:

· The organisation is freer than most to take strategic decisions without being tied by outside factors
· The organisation is able to plan and manage major change programmes, knowing that their people have the mindset and competence needed for these to work. In the last year alone, there has been a merger and a new strategy launch
· Compliance problems are reducing
· Sickness and absence rates are lower than the UK average for the sector

Across all sectors, being a leader involves developing a vision and inspiring others to achieve it. For example, in the construction industry each contract manager, using the specification as a vision and the programme as a roadmap, has to inspire colleagues, partner contractors, tradesmen and clients to buy in to the suggested ways of achieving that vision – on time, to spec and within budget.

Elmtree Garden Contractors – strategy consulting

Elmtree Garden Contractors - strategy consulting

Elmtree Garden Contractors – strategy consulting

A well-known family firm established in 1969 with a name in the Bristol area for landscaping and grounds maintenance for housebuilding and construction projects.  When I started working with them in early 2010, the founder had taken a step back from the business and his son, Paul Lynch, had assumed the position of Managing Director.  He was keen to put in place a set of properly-structured processes to manage the performance of his then 17 people, and to learn all he could to enable him to feel fully in control.

There has always been a stated commitment to Quality, Service and Reliability, and the firm was already known as one of the better employers in the sector.  What I found when I spoke to everyone who worked there was that :

  • there were very few measures and targets to back up the claims about Quality, Service and Reliability
  • people did not feel they were informed about business performance, strategy and goals
  • Paul and the foremen had had no training in team leadership, meaning they were struggling with the problem of being ‘mates’ with their operatives at times when they needed to keep an objective distance
  • people wanted the occasional chance to have a proper one-to-one chat with the boss

At our strategy consulting sessions, Paul was very positive about moving forward with my suggested improvements, and we worked together on an action plan that had to take account of the seasonal cycle of the trade.

We developed an aims and objectives document, written for the team and using a very simple version of the Balanced Scorecard, that set out what Elmtree was aiming to achieve over the longer and shorter term.  Once this was drafted and discussed with the team, everything else we did could be geared towards achieving the objectives.

I joined team meetings to support the communication of everything that was going on, including how each operative could get personally involved in generating new business leads.  This reduced the pressure on Paul to take responsibility for all sales and marketing operations.  I delivered short in-house skills workshops for foremen on motivation and team building.  I came to see Paul for strategy consulting sessions every six weeks in the winter months to help him keep on track.  I supplied guidance and templates of some 1-page forms so he could get a straightforward system of one-to-one job chats going.

When Elmtree went for Investors in People in March 2012, they achieved the award easily.  The team had spoken in glowing terms about how things had improved and the positive effect these had had on teamwork, communication and customer service.  The resulting benefit to profitability came directly from these.  At a difficult time for the sector :

  • operatives have been kept within the team instead of being laid off during the quiet winter months
  • relationships with main contractors have strengthened
  • new recruits have joined so the team has grown to 28 people
  • valuable contracts have been won and new services launched

Update :  In early 2015 Elmtree underwent their Investors in People reaccreditation.  They gained the award at Silver level, showing how markedly they have moved forward.  The assessor’s feedback highlighted particularly strong practice in :

  • planning – employee participation in the development of company objectives
  • values – regularly involving the team in discussions about what these mean in practice
  • learning and development – the quality of on-site training

Palm Equipment – management training

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Palm Equipment International – management training

A Clevedon-based manufacturer and supplier of kayaks and related gear with 45 people, which responded to a mailing about the Coaching For High Growth scheme.  I visited the senior management team to find a business that was building a great reputation worldwide and making money, but wasting resources through firefighting its way through lots of problems.  It had become successful through its technical excellence but the training it had done had not been in the essential skills for working with other people nor in management and leadership.

I started by having one-to-one chats with a representative sample of people and identifying the main issues.  I set these out in a report which the senior management team and I debated and which they then used as guide to help them prioritise their business planning.  The funding scheme mentioned above meant they got all this at no charge.

The next stage was to agree some objectives for a series of four half-day in-house management training workshops – necessary because of shift patterns – and design the training to meet them and to suit the audience.  The sessions were aimed at boosting self-awareness of different styles of leadership and team roles, and gave hints and tips on motivation, coaching, assertiveness and delegation.

Two groups of ten senior staff, including the directors, participated.  They made public commitments on what they were going to do differently back in the workplace and accounted to the group for this at the next session.  The feedback acknowledged the workshops as “very thought-provoking”, “a great contribution to our successful business” and “made a big difference to the smooth running of the place”, and I have been asked back to do some more work on skills development.

Rise Technical – Investors in People Gold

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Rise Technical Recruitment – Investors in People Gold

Of the thousands of Investors in People organisations in the UK, about three percent are Gold; almost all of these have been working with the Standard for many years.

The fast-growing specialist recruitment firm already had a high-profile in the Bristol business community.  The founding directors, Jeff Leng and Ben McCarthy, had featured in the local media for their ambitious and skilled entrepreneurship.  When I was invited in, it was already a successful business, a great place to work, with phenomenal levels of professional ethics, customer service and team motivation.

When we discussed Investors in People, the original intention had been to gain accreditation against the basic Standard, firstly to gain the “badge” as a marketing tool, and secondly to support the ambitious plans for continued expansion.  When I spoke to the people that worked there, it soon became obvious that there was a great deal more in place than the core Standard seeks evidence for.  There was therefore every reason to suppose that the firm could match up to the rigour of Investors in People Gold.  We decided to go for it.

Not everything was perfect:  The team were rather vague on what the top-level business objectives were, more could be done to promote the learning culture Jeff and Ben were seeking to create, and team managers’ skills needed further development.

We worked together to design a series of management skills workshops based around the contents of their operational manual.  I delivered these in bite-sized sessions with lots of practical tools to help make the models in the manual come alive.  We did some serious thinking about how strategy was communicated and the link between training and business targets strengthened, and I gave them tools to help.  I would go to see Jeff and Ben every 3 or 4 weeks, and at every meeting they had always completed the actions agreed at the previous meeting.

When the award assessor came in to Rise, he had no hesitation in awarding Investors in People Gold at the first time of asking, only 9 months after our initial meeting.  The score out of 10 achieved for being a great place to work was between 9 and 10.

The sense of pride in the team has risen even higher than it was.  As their adviser, I too am proud of what they have achieved.  Major credit goes to Jeff and Ben for their positive, responsive and enlightened attitude.  They are quick and effective in implementing improvements, crystal clear on the business benefits of Investors in People, and are well set to be the fastest-growing independently-owned firm in their sector.

About Me – business consultant

Bristol business consultant

 

 

 

 

 

 

 

 

 

 

 

 

 

I help businesses grow.  Some of my clients refer to me as their business guru. I facilitate team events and deliver strategy and change consulting, business performance coaching, management and personal skills training and Investors In People advice.  I am also a specialist assessor for the Health and Wellbeing Award.

At school and university I specialised in languages; the main thrust of my professional development has been in facilitation and consultancy skills.  I have enjoyed successful spells in general management, training, quality, network development and customer service.

I am a qualified trainer, a licensed Investors In People specialist and national level Business Excellence Award assessor.

Business coaching

My clients range across a wide variety of sectors.  Current clients include a valve maufacturer in Wiltshire, a marine engineer in Weymouth, a charity for people with learning disabilities in Bristol and a building firm in Royal Wootton Bassett.  Many of my client relationships have lasted over ten years.  I have twenty years of experience with Investors in People and continuous improvement, using a large kitbag of tools and techniques to help my clients improve their business results.

Previous roles include managing major improvement programmes at NatWest, setting up the local service provider network at Business Link Somerset, General Manager of Excellence South West for two years of its infancy and adviser to small businesses at Business West.

I have built up an extensive network of contacts for the sharing of learning and expertise.  My main background and passion is facilitation aimed at helping senior managers to gain insight for themselves and their people to achieve better business performance.

Legal Stuff

While I am a big believer in plain English, my legal adviser has suggested I adopt the following wording.  By instructing me to work with you, you are agreeing to these terms.

Standard Terms and Conditions of Business

Contract

Our contract will be based on these terms and conditions and the written proposal.  I will hold these costs for three months from the date of the proposal.  By agreeing to proceed you are confirming that you have read, understood and will abide by these Terms and Conditions and Cancellation policy.

Planning and Cancellation

Once dates are booked, I will hold them for you.  Any further meetings will be subject to availability and will be charged at the agreed rate for the work.  If you cancel any meeting which you have booked, and I am not able to replace it with another paying client, I will charge cancellation fees at my discretion to a maximum of :

o        15-10 days notice – 50%
o        10-5 days notice – 75%
o        Less than 5 days notice – 100%

Termination

If, for any reason, you decide not to complete the work, you must confirm this in writing.  I will charge you for the work completed up to the date this confirmation is received and any cancellation fees due (see above).

Project review

If the project remains partially completed and there has been no contact from you, I will request a meeting to review whether the work is meeting your needs and to plan new dates.  If I receive no response to this request, I reserve the right to decide at my discretion a project termination date and charge you as per the termination clause above.

Fees and Expenses

I charge mileage at 45p per mile, and train and taxi fares and subsistence at cost.  I will add expenses to the fee invoices at appropriate times.  If you have any concerns about the fees, please contact me as soon as possible and before the work begins.  If you continue with the work after the proposal has been received and agreed, it is understood that you have accepted the outlined costs.  Between us, we will identify and agree any variation to these terms and conditions before the project begins.

Invoicing and Payment

I will invoice you according to the payment option you have chosen and which we have agreed before work starts.  The terms of payment are 28 days.  I reserve the right to discontinue delivering services if payment is outstanding.

Confidentiality

I guarantee the confidentiality of all of your information, documentation and records that I have access to. I conduct myself at all times in full compliance with the Data Protection Act 1998.

Copyright

The copyright in the content of any work produced during or as a result of work I undertake for you shall be the absolute property of Lance Cross Business Performance Ltd.

Unavoidable Circumstances

I will try to supply the services agreed to the best of my ability.  In the case of unavoidable circumstances, such as serious illness, I will complete the work as soon as practicable and will accept no further liability.

Company Law

English law shall be the proper law of the contract and all claims under the contract shall be settled by reference to the English legal system

Happiness and Motivation – Managing people

This interactive workshop provides an opportunity for delegates to explore the challenges they face when motivating themselves and their team members. They will share these challenges and learn from each other in a safe, energising and fun environment. They will come away with tips and techniques to practice in the workplace, giving them happiness and fulfilment in their role.

Learning Aims

By the end of the workshop, delegates will be able to :

  • motivate themselves and their team effectively
  • build better relationships with other teams across their business
  • demonstrate a range of personal skills in managing people, to get the best out of their team members

For Whom

This session is designed for anyone who is interested in developing or refreshing their understanding of why it is that they themselves, and other people, usually aim to do a good job. It is a good eye-opener for people looking for greater motivation in their own role.  It is also for team leaders who have been managing people for a while and are looking for new ways of thinking to help them motivate others.

Content – Managing People

  • The philosophy and science of happiness
  • What makes us happy ?
  • Levels of happiness
  • Self awareness exercise : Career motivations
  • Understanding motivation – “intrinsic” and “extrinsic” factors
  • Empathy and sympathy
  • Helping people to feel valued
  • The real meaning of empowerment
  • What this means for managing people in practice

Righting Wrongs – complaint handling training

Turning complaints into business opportunities

However talented they are, sometimes customer service professionals find that things can inevitably go wrong.  They need a chance to stop and think through what they can do differently to provide an even better service to customers.  They need techniques for responding to people who express dissatisfaction in a way that helps both parties feel there has been a more than satisfactory resolution.  Starting with some self-awareness work, delegates will work on self control, enabling them to ease the fevered environment on the team and further improve the quality of the service they provide.  This practical complaint handling training aims to provide a supportive group ambience for agreeing and practising helpful skills.

Learning Aims

By the end of the workshop, delegates will be able to :

  • describe what needs to happen to manage personal confidence and impact successfully
  • demonstrate  relevant skills to enable them to deal with difficult situations and reduce stress for themselves and fellow team members while doing so
  • agree consistent standards for dealing with difficult people and situations
  • respond to customer complaints in a professional way that promotes a positive image of the business consistent with its brand

For Whom

This workshop provides complaint handling training for anyone who deals with customers as part of their job and has to cope with a commercial environment in which rising (and sometimes unreasonable) customer expectations are becoming the norm.  It has been created either to act as a standalone for people who find that meeting these customer expectations is becoming more stressful, or to complement any previous or existing customer care training.

Content – complaint handling training

  • Review of past experiences :  what happened, what was the result, how did we feel
  • Self awareness exercise :  boosting our own confidence
  • Managing our emotions and staying in control in stressful situations
  • Difficult situations :  defence mechanisms and barriers to a positive resolution
  • Taking the HEAT
  • Directing the conversation
  • Strategies for responding to difficult individuals and conflict
  • Providing mutual support within the team
  • Managing expectations and making it easier to keep promises
  • Practical exercise based on real scenarios
  • Strategies for responding to unreasonable requests
  • Following up in writing

The Secrets of Successful Teams – Team Skills

This interactive session allows delegates to further explore some key aspects of their role within a team. It provides an opportunity for some deeper reflection on how human beings interact with each other.  This enables delegates to decide on any changes they want to make based on real insight. In a facilitated environment, most of the learning is done by increasing self-awareness and developing empathy for others.

Learning Aims

By the end of the session, delegates will be able to :

  • explain their preferred working style and their understanding of the preferred working style of other people
  • describe the reasons why certain people within a team may get on well or not so well together
  • demonstrate some additional techniques to get the best out of themselves and every team member

For Whom

This session is designed for anyone who wishes to develop or refine the skills needed for either performing well within a team or for managing a high-performing team. It is a refreshing thought-provoker both for people who have been part of a settled team for a while and for those who have recently joined a new team.

Content – Team Skills

    • Pre-session work : Team skills self awareness questionnaire
    • Characteristics of successful and unsuccessful teams
    • Individual working styles
    • How different working styles interact
    • The success trap
    • Tactics for overcoming conflict within teams
    • Harnessing the power of team skills – strength in diversity
    • The power of positive thinking, an inspirational vision and goals
    • The real meaning of assertiveness