Working together – Winning Answer:

“Following poor people survey scores I investigated how to improve my office’s change management.

I began setting clear direction by gathering colleagues’ ideas on what processes lacked and agreed on terms of reference for my role by consulting all colleagues. I instilled a ‘can do’ attitude by encouraging issue resolution rather than ‘having a moan’ and counteracted incorrect beliefs with factual evidence. I listened carefully, checking understanding and acknowledged all concerns, reminding colleagues of realistic scope. To include all, I presented minutes to absent colleagues, requesting their input. I consulted other sites to explore solutions. To advance progress I liaised with our District Change Team, offering the opportunity to visit us to broaden staff vision of the impact of change and the department’s common interest in staff satisfaction. I offered confidentiality through one-to-one discussions with the team, and group sessions to encourage working together, to combat the existing negativity. These were arranged over a sustained period which enabled me to feedback and review progress and alternative avenues. I communicated plans to managers demonstrating scope for improvement and encouraged input and approval.

One issue identified was mutual unfamiliarity of colleagues’ skills and knowledge. I requested use of a skills matrix from a neighbouring district to provide a practical, visual solution and developed this to show the information staff needed. Our sister site requested a copy of this on hearing of its success.

My input contributed to a 16% rise in results and staff gave positive feedback that morale and communications had improved.”