Leadership MOT. Action Planning Guide

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1 Leadership MOT Action Planning Guide

2 Contents Contents Page Introduction 3 The questions 3 Understanding your report 4 Next steps 5 Action planning 7 Keeping everyone up to date 7 2

3 Introduction To help Nuffield Health evaluate whether leaders across the business are demonstrating and delivering on leading the Nuffield Health way, the company has introduced the Leadership MOT survey. The Leadership MOT survey is a tool which will help leaders to benchmark their leadership capabilities within Nuffield Health as well as understand what drives employee behaviour and engagement. Our leaders are critical to the success of the company and we want to ensure that we support them and help them improve their leadership style. By improving leadership across the company we hope to increase employee satisfaction at work. Successfully fostering employee satisfaction means paying special attention to: Giving employees a meaningful voice: facilitating upwards feedback, having respectful, adult-toadult conversations and responding to employee views Effective communications that keep employees well informed and reinforce the organisation s purpose Role modelling: employees need to see that managers are committed to the organisation and uphold the values of employee engagement in how they act Fair and just management processes for dealing with problems and supporting employee wellbeing. Research has repeatedly demonstrated a relationship between how people are led/ managed, employee attitudes and business performance. Positive relationships are evidenced with profit, revenue growth, customer satisfaction, productivity, innovation, staff retention, efficiency and health and safety performance. Having a disengaged workforce brings huge risks. As well as productivity losses, organisations may lose their best people and face huge difficulties when embedding organisational change if employees are not on board. Questions 1. I believe that I have the right tools to do my job well 2. I am provided with opportunities, encouragement and support to develop my job skills 3. I am encouraged to focus on customer needs 4. I understand and champion the mission and purpose of Nuffield Health 5. At Nuffield Health there is open, two-way communication with information relevant to my role 6. I have regular conversations with my manager about my performance 7. I recognise that my job is important to the success of Nuffield Health 8. I feel that my concerns, views and ideas are listened to at all times 9. I receive praise or recognition when I do good work 10. Nuffield Health allows me to strike a balance between my work and my home life 11. I am treated fairly and with respect 12. How likely are you to recommend Nuffield Health as a place to work to friends and family 13. How likely are you to recommend our products and services to friends and family 3

4 Understanding your Report Our business strategy will be delivered through the talent and capability of our people so we need every individual to understand what is expected of them, how they are performing, what development they need and deal with any performance issues in a timely manner. Page 2 The number of responses for that area The average score, a RAG code and comparison to the parent group for each question to emphasise where things are going well and where they could improve = Red = Yellow 7.5 and above = Green The overall NPS score to enable comparison & tracking Scoring based on the Net Promoter Score (NPS) 0-10 system. The overall NPS score is based on the % of promoter responses (9-10) minus % of detractor responses (0-6) NPS that is positive (i.e. higher than zero) is felt to be good, and an NPS of +50 is excellent The Friends & Family % score to enable reporting, comparison & tracking Friends & Family % score based on the % of responses who answered extremely likely or likely we exclude the don t knows (6). Page 3 A % breakdown of those who strongly agreed (green), neutrals (yellow) and disagree (red) for each question Strongly Agree = Happy & engaged Neutrals = Neither happy or unhappy not particularly engaged Disagree = Unhappy & disengaged. The average from page 2 for each question The % increase or decrease from the previous year (if available) The number of responses for each question. The colour at the end of each bar for questions 1-12 is based on the difference to 2013, where the score has improved by 5% a green indicator is shown, where it has declined by -5% a red indicator is shown. Page 4 Provides any comments left by the individuals completing the survey. Usually a good source of data as to how people are really feeling 4

5 Next Steps You ve worked hard to encourage colleagues to share their views as part of the Leadership MOT. The results may simply re-enforced what you already knew, or given you some fresh insights into the impact of your leadership style (and the rest of your leadership team). 5. Action Plan Review June 4. Action Planning Jan + 1. Survey completed Sept 3.Cascaded Results Dec/Jan Review Results Before taking any action, reflect on what the survey is telling you as a leader: What are you doing well? What areas require some additional focus? What has surprised you? What has encouraged you? What do you as a leader need to STOP, START and continue to do? What have you learnt about your personal leadership style and impact? Share Results Sharing the results and your reflections and agreeing actions is critical. This will show that you are serious about listening, learning and leading positive change. 2. Analyse Results Nov There are no prescribed next steps you will already know what works well for you and your people when engaging around a topic. Detailed below are some top tips and ideas based on best practice you may wish to consider. Seek every opportunity to share the results through existing meetings and written communication Repeat the same messages through various means and create ownership and energy through your communication. Don t rely solely on written communication. Set up a series of team meetings or listening groups (see next page for more information on listening groups) Include information in the site newsletter (or set one up if you don t already have one) Create some posters in staff areas with the Headings You said and We did to update on the positive actions taken Ask for volunteers to act as change champions (see next page for more information on change champions) Pull together an Action Plan and keep everyone up-dated on progress. Celebrate success identify what actions have been achieved and communicate this monthly or as appropriate. 5

6 Whichever way you choose to share the results, you ll want to think about both low scores (and what actions or solutions will improve them) and high scores (and what you need to do to maintain this positive feedback). Be careful not to take too much on at once and place equal focus on what you are doing well and areas for improvement. Don t forget that it s important to recognise the good results you get! In other organisations a complete focus on improvement has shown that the areas with good results often get worse as people change their attention. Keep it balanced. Listening groups If you do not already hold Listening Groups you may wish to consider introducing them in your business. They provide an opportunity for two-way communication with colleagues. Listening groups will enable you to better understand the reasoning behind the survey results. They may also provide you with an opportunity to do a deeper dive into some of the issues or positives raised in the survey. Change champions To get the greatest buy-in you might choose not to use a traditional cascade through your management structure, but instead encourage a team of change champions at all levels from across your site to build your action plans, share news of what is happening and measure the results. If you do this you have to ensure that everyone in team understands the role of the champions, and the authority that you give them. It s important that this isn t seen as abdication of your responsibility, so you must remain at the head of the action planning team. 6

7 Action Planning Staff surveys often get bad press from employees. In many organisations, staff feel they give their opinions but nothing happens as a result! It doesn t have to be a plan just a genuine commitment to make some positive changes. As an accomplished leader choose to be different Keep your actions simple and few, focused, balance positives and negatives and communicate, communicate, communicate! Best practice suggests focusing on 3 areas you want to really focus on. In the long run it will be much better to tackle a few areas and get results everyone can see, before moving on to the next areas. You may wish to pull together an action plan to retain the focus and momentum. The Action Plan can help keep you on track and can be used to up-date colleagues on progress. When preparing your plan, consider: What needs to happen? How will you make this happen? Who will own each action? What resources will be needed? What difference will the action make? How will success be measured? When will it happen? Start, completion and review dates Keeping Everyone up to Date You should keep your teams up to date with your action plan, what s changing and why. By letting your teams know the areas you are working to improve, and what the plan is, every colleague can see the impact of the survey. 7

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