More for less. Innovation. Reform. Devolution. There’s no shortage of buzzwords around right now, nor lack of big ideas and lofty ambitions. It’s a time of change and opportunity for those with a vision to realise and a clear sense of where they want to go. At the same time, for those tasked with actually delivering better outcomes, there may be uncertainty, confusion and even a sense of trepidation. Change, after all, means doing things differently, if it’s going to mean anything at all.
From the rehabilitation revolution and co-commissioning of services for vulnerable people, to cross-agency collaboration, partnership working with the private sector and new technology, the charity sector is going through a period of unprecedented transformation. Which means the leaders, managers and their teams are as well. The focus is still firmly fixed on better outcomes and more value for money, so how much attention do the people expected to actually secure these twin objectives get?
We don’t know for sure, but we do know that the more attention they get, the more likely they are to be productive, to satisfy service users and to help the bottom line, whether in the public, private or voluntary sector. Of course, engaging staff is not a new concept. I would argue that we shouldn’t only be talking about engaging staff, but talking about inspiring them.
Last year, the Economist Intelligence Unit and Bain & Company researched 200 senior executives about staff engagement and productivity. They concluded that if “satisfied” employees were productive at an index level of 100, then “engaged” employees produced at 144 while “inspired” employees scored 225.
In other words, it would take two and a quarter “satisfied” employees to deliver the same as one “inspired employee”. With austerity here to stay, that is a figure which should give us all pause for thought.
But there’s more and it is particularly pertinent to the sector we and our clients specialise in.
The authors concluded: “When they encounter a wall, satisfied employees hold a meeting to discuss what to do about walls. Engaged employees begin looking around for ladders to scale the wall. Inspired employees break right through it”.
So when colleagues return from their summer holidays how do you move them from being just satisfied (or worse…) to being engaged and inspired? Luckily we have developed a model to help you lead your people through this change successfully.
Inspiring your people – the model.
This formed the keystone of a recent change programme we supported, working with senior leaders to understand and teach them to foster the culture they wanted to see. Direct benefits of the project included the first real agreement on the desired culture by the senior team. Signing up to the charter meant they had to think more strategically about their actual role in making it happen. Also because they had a greater depth of understanding they were able to coach their teams in a powerful and personal way. Taking personal responsibility for the changes is crucial to success.
Creating inspired and inspirational people is a process, it won’t happen overnight and without effort, there might also be some bumps along the way. Recognise this is the case and keep people on track by effective communications, creating quick wins and rewarding those who engage along the way.
If you would like more information on how inspiring your people will work for you, your organisation and the communities they serves, please get in touch with us at Jo.firstname.lastname@example.org