ILM LEVEL 3 AWARD IN LEADERSHIP AND MANAGEMENT
Work-based assignment: Leading & Motivating a Team Effectively (M341)
Demonstrate an understanding of the need for teams to have a sense of vision and purpose that reflects the organisation’s and the role that effective communication, motivation and individual and team development play in enabling this to happen.
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Connect the team with vision and strategy
Explain the importance of your team having a common sense of purpose that supports the overall vision and strategy of the organisation.
Having a shared sense of purpose within teams across an organisation is invaluable – such a purpose unites everyone in working towards a common cause. That cause can be a noble one or, more often in the majority of industries across the modern working world, a more ‘mercenary’ one, dedicated primarily to financial increase. At a basic level, having an identifiable sense of purpose allows employees to answer the question of why they go to work for someone else every day.
“The public sector is often hailed as a flag-bearer for getting this right as it naturally attracts employees who want to make a difference to the wider community. But the private sector can achieve the same commitment from its employees as long as the company’s values and purpose are clearly communicated. By understanding and believing in what the company stands for, seeing the value in its goods or services and seeing these delivered ethically and to a high standard, employees will have a clear sense of purpose and will feel more impassioned and committed to their objectives.”
Ramsay Health Care was established in 1964 and has grown to become a global hospital group operating over 220 hospitals and day surgery facilities across Australia, the United Kingdom and Indonesia. Ramsay Health Care is well-respected in the healthcare industry for operating quality private hospitals and for its excellent record in hospital management and patient care. In 2007, Ramsay Health Care acquired Capio UK and its portfolio of over 30 hospitals and day surgery facilities plus two neuro rehabilitation homes. This acquisition made Ramsay Health Care UK one of the largest providers of independent hospital services in the UK, providing a comprehensive range of clinical specialties to private and self-insured patients or, increasingly, to patients referred by the NHS. Ramsay Health Care UK employs over 3,500 staff.
The Duchy Hospital (part of Ramsay Healthcare UK), by the very nature of the service we provide as an independent hospital, is constantly held in comparison to public sector health providers; generally speaking, the NHS and specifically for the Duchy, the nearby Royal Cornwall Hospitals Trust. We are as a private provider of healthcare, something of a dichotomy, which is represented by our split approach to our published values, as demonstrated below.
Firstly, the ‘business’ approach to our activities – Ramsay’s vision, mission and strategy:
Vision: To continue to build self-pay business by raising awareness of what we offer and to work with insurers, consultants and GP’s to maximise PMI Private Medical Insurance work
Mission: To increase revenue by growing private work whilst maintaining NHS Choose ; Book business.
Strategy: To work closely with our Private Patient Co-ordinators, GP Liaison Officers and Patient Participation Groups to raise awareness of our NHS services as well as private services, whilst clearly differentiating the benefits of private treatment; to maximise opportunities for increasing private work in response to changes in NHS commissioning strategy and to develop the role of ‘Trusted Partner’ with the development of new NHS pathways of care.
On the surface, this sounds very ‘cold’ and finance-driven; which, to a great extent, it is. It addresses the company’s raison d’être – to make profit. However, as a progressive company, Ramsay has presumably acknowledged that this in itself is not likely something that prospective employees would support and share as a common sense of purpose in their everyday working lives. It is also somewhat detached from the public sector’s approach to healthcare, namely caring for individuals. Therefore, the company has developed ‘The Ramsay Way’ to provide a balance for the mercantile focus above.
‘The Ramsay Way’ states that:
? We are caring, progressive, enjoy our work and use a positive spirit to get things done
? We take pride in our work and actively seek new ways of doing things better
? We value integrity, credibility and respect for the individual
? We build constructive relationships to achieve positive outcomes for all
? We believe that success comes through recognising the value of people and encouraging that value through professional and personal development
Through this approach, Ramsay is committed to:
? Integrity – we are honest, reliable, consistent and trustworthy and value other people.
? Ownership – we take pride and ownership in our work practices, professionalism and service to the community.
? Positive Spirit – we strive to promote a positive spirit through our own example
? Innovation – we encourage creativity and diversity to deliver excellent customer service and achieve positive organisational outcomes.
? Valuing teamwork – we strive to achieve our aspirations and goals through sharing ideas and responsibilities in an environment of mutual respect.
This dedication to ‘The Ramsay Way’ actually works very well, on the whole. It is not something that the company merely publishes and then pays mere lip-service to; rather it is something that senior managers work hard to instil into the everyday operations of the company. In essence, it is this approach that provides the common sense of purpose for all employees at all levels of the organisation.
By choosing to focus on the development and wellbeing of staff and building on an ethos of teamwork and communication, the organisation ensures that its employees can eliminate potential sources of friction and instead concentrate on working towards a common goal – in essence, being as efficient as possible at making money for Ramsay. Commitment to this is gained by ensuring the employees feel valued and trusted, whilst keeping them satisfied with the conditions in which they go about their work.
This commonality can be broken down to all levels within the organisation, regardless of what tasks individuals or teams are performing as part of their duties. Whilst the corporate aim is to increase our market share and realise more profit, by choosing to focus on the human element via incorporation of ‘The Ramsay Way’, it minimises the potentially negative concept of market capitalism in a healthcare setting and instead simply states that, regardless of your role within our company, if you are positive and take pride in what you do and work with us to be professional and lead by example, we will recognise and acknowledge this and provide an environment in which you can thrive.
In doing this, the organisation provides a thread to tie all levels of operation together, across clinical and administrative roles, side-lining less desirable aspects of its strategy and instead encouraging the philosophy of positive interaction; if we all work together and value each other’s contributions whilst taking the utmost care of our patients, the money will come. This approach sets the organisation up as an investor in people and goes a long way to ensuring a healthy, productive community spirit, which in turn causes employees to be more willing to devote their time to the greater goal of the organisation (almost without realising it), rather than just seeing themselves as being constantly on a treadmill or hard against the grindstone. It provides motivation to remain within the organisation and gives meaning to the work they do. If they perceive the organisation is invested in them as an individual, they are more likely to reciprocate and commit more fully to the organisation.
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Explain the role that communication plays in establishing a common sense of purpose.
Good comms are critical:
Communication – is saying something to someone. Transferring info between people – works both ways. Listening as well as talking. Saves time
People pullig in same direction
Empowers people to think and use their intelligence
Provides info that’s needed to do job
Reduces scope for errors feedback, lets people know they are appreciated
Forms of communiocation – newsletters, comms, emails, appraisals, etc
Non-verbal communication important as well – iceberg
Establish the objective of communication- ensure message received, understoof, accepted and acted upon to achieve a result. If comms not going to have a result, no point in communicating. Too much unnecessary comms at work, leads to noise, people filtering out then missing the good stuff.
Therefore, communication can be good or bad – can build or destroy a common sense of purpose, can get people on side or alienate them.
Outline how inappropriate communication may damage a common sense of purpose – harsh directives, lecturing, poorly executed feedback. Sense of being picked on, or ‘that has nothing to do with me’ (examples of dept meetings at work).
Assess the effectiveness of your own communication skills on the basis of the above.
Assess against a range of appropriate criteria and reach a judgement on self
Use the mindtools quiz. https://www.mindtools.com/pages/article/newCS_99.htm
Using ‘thank you’ instead of ‘sorry’
Criteria 1: Speaking – This criterion assesses one’s ability to communicate effectively with accuracy and fluency in formal and informal settings. It is important to use precise vocabulary and intonation to express meaning and show great fluency and ease of speech with confidence and competence. The speaker must explain complex matters in detail and comfortably discuss a variety of topics concretely.
Criteria 2: Writing – In writing memos, email and reports, it is important to demonstrate a high degree of control of grammar, spelling, and punctuation in both general and professional vocabulary. It is essential to carry out formal writing to address issues in a highly conceptualised fashion and ability to explain complex matters.
Criteria 3: Listening – This criterion assesses the ability to comprehend speech in a standard dialect on a wide range of familiar and less familiar topics. It is also important to understand not only what is said but sometimes unspoken and indirect information, tone and point of view and can follow persuasive arguments.
Criteria 4: Reading – It is important to understand a wide variety of texts from both familiar and unfamiliar subjects including professional, technical, academic and literary. The readers ability to understand text that use precise, often specialised vocabulary and complex grammatical structures is also assess in this criteria.
Do a SWOT analysis
• Written communication quite good
• Willing to learn
• Lack of confidence
• Introvert person
• Self criticism
• Get distracted by too many things
• Further learning development techniques such as speech classes or workshops.
• Education and research
• Losing drive
• Poor communication and support
• Lack of time and finance to access development opportunities
• Work/study balance could become imbalance as career grow
Forcing myself to participate in areas that historically I have had difficulty with – place myself in incomfortable situations in order to learn grow
Try to be ‘one of the team’ – works to engage them but potentially takes away their sense of my leadership. Need to work on ‘becoming’ a manager and a leader.
Credibility – people believe you know what you’re talking about. Leads on to the next bit – you can motivate them if they believe you!
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Motivate and develop the team
Describe the main motivational factors in a work context and how these may apply to different situations, teams and individuals.
First explain what motivation is in terms of the workplace. It is the will to work. Comes from enjoyment of work itself and/or from desire to achieve certain goals, ef earn more money or achieve promotion.
Financial methods (salary, bonus), non=financial methods (praise, giving more recognition/responsibility)
Use common motivational factors research from employees – use an averaging tool as well as a pie chart to see who ranked things first
Different types of motivational factors – developing motivation and maintaining motivation
Discuss a range of factors, describe in detail not just state – clearly show how they apply to different sits, teams, and indivs. Break the three down if necessary. Provide examples related to Duchy.
Fringe benefits at Duchy – cheap healthcare, access to physio, good food! Bonus system. Bonus doesn’t really work as it is not a particularly significant sum for the extra work required to achieve cutoff levels.
Job enrichment – giving more interesting and challenging tasks, such as Chris with me. More motivating as there is a chance to further myself.
Use my previous work on Maslow if I still have it
A business should therefore offer different incentives to workers in order to help them fulfill each need in turn and progress up the heirarchy.
Herzberg’s two factor theory – motivating factors and maintaining factors – see file for details
Comparing the two
Explain the importance of a leader being able to motivate teams and individuals and gain their commitment to objectives.
Be thorough. Describe importance of leader motivating teams and indivs separately, give examples and different approaches that are required
Benefits of teamworking:
Higher productivity, more flexible workforce (team members tend to be multi-skilled), improved quality, reduced wastage, more job satisfaction = better motivation, higher customer service and inter-team communication
For extra marks, show how in contrast a leader’s disregard of the importance of motivation could undermine the attempt to gain commitment from teams and indivs to objectives.
people may work hard but if they are all aiming in different directions, counterproductive
Explain the role that the leader plays in supporting and developing the team and its members and give practical examples of when this will be necessary.
See P.23 in folder for list of role items
Be throrough and detailed. For top marks, give several practical and relevant examples of when this will be necessary. Use i-Care, in face of redundancies, departmental changes, responding to CQC challenges – in positive and negative times.
Leader acts as a focus to provide vision, hope, direction, value, importance and meaning to everyone in the team. Forces all objectives into a common direction.
Leading by example – being assertive, win-win situations, everyone gets on with it instead of bickering
Know when to be autocratic, ie when a quick decision needed, in times of crises, when controlling large numbers of low-skilled workers
Know when to be democratic – trust employees and encourage them to make decisions, delegate authority andlisten to their advice. “You can delegate the task but not the responsibility” – be able to take the rap if it all goes wrong, part of being a leader.
A mix of both styles at appropriate times makes the best leader – versatility
Effective leadership is about achieving a purpose and is all about influence, trust and integrity:
? Influence to inspire and motivate people who choose to follow your lead and work together to achieve a common purpose. Your followers give more than staff who are just doing things because the job title demands it. This is the essence of employee engagement, which the McLeod Report to the UK Government concluded transforms performance and profitability for companies and organisations.
? Your influence as a leader is much more effective the more your followers trust and believe in you. The Institute of Leadership and Management (ILM) research has shown that trust is a critical factor in effective leadership at all levels.
? Trust is not a scarce resource – we can all have more than we need, though it needs to be nurtured. Trust is fragile – once squandered, it is often impossible to regain.
? People trust, respect and listen to leaders who are authentic. Who you are speaks far more loudly than anything you could ever say – it is the impact of who we are being as we speak and act that leaves the greatest imprint on others. Our thoughts, attitude, beliefs and values shape who we are, and are strongly influenced by our childhood and upbringing. Authentic leaders work on knowing who they are and what they stand for. They invest in themselves to grow as leaders by being self aware and reshaping their beliefs and values, taking on and nurturing those that are positive or empowering and discarding those they have outgrown or are limiting. Authentic leaders walk their talk and live by their core values.
? Effective Leadership involves a balance between who and what you are, what you know and what you do, and a balance in focus of what you do between achieving the task, engaging individuals and building the team.
? Authentic Leadership links who you are as a person, i.e. your beliefs and values, with how you lead and manage, i.e. your thinking and behaviours. Your leadership style is intensely personal; no two people will ever lead in exactly the same way. Real leadership starts with being yourself. Authentic Leaders aspire to be their best selves – even though that can be a daunting prospect. However, being yourself is not quite as simple as it may at first appear. You cannot be yourself until you consciously know who you are at your core and what has made you the leader and the person that you are today.
I am an investor in people – link leadership examples back to the Ramsay Way, important to focus on people not just bottom line.
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