stroke helplinewebsite 0845 3033 100 the stroke association, servant leadership, and transformation...

Stroke helpline Website0845 3033 100 www.stroke.org.uk

www.stroke.org.uk

The Stroke Association, servant leadership, and Transformation

Cass Business SchoolMaster class Lecture

21 April 2010Jon Barrick


www.stroke.org.uk

Management styles…only last week….• “A new survey of 5,000 staff highlighted the

three most common management styles within UK workplaces as:

• authoritarian (21%), • bureaucratic (16 %) • and secretive (13 %). • Only 10 % describe their bosses as

accessible • 7% per cent think senior staff within their

organisation are empowering.”

50%

Chartered Management Institute survey April 2010


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Openness, Transparency, key characteristics of the servant leader

1. Understanding followership2. People first3. Accountability and responsibility4. Foresight5. Strength6. Openness to Knowledge7. Entheos


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Superior, most productive organisations

“Are those where there is:• the largest amount of voluntary action,

people do the right things, things that

optimise total effectiveness,

• at the right times-

• because they understand what ought to be done,

• they believe those are the right things to do,

• and they take the necessary actions without

being instructed .”

From Robert Greenleaf “servant leadership”


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Where were we 5 years ago?• 337th in charity rankings• Below 1% prompted, and 42% prompted

awareness• Never been in Britain's most valuable charity

brand list• A place where people started charity career

then moved on• The England and Wales bit left over from the

breakup of Chest Heart Stroke in 1991


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2004 Challenges• Needed Government and public to

take notice of Stroke being number

1 cause of serious long term disabilities, which is also the 3rd biggest killer

• Senior Trustees wanted to be UK wide

• Senior Trustees wanted big improvement in Stroke Care

• Senior Trustees wanted more funding for Research


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Positive Resources

• Stroke Experts were supportive• Fantastic Chairman and grouping of good

Trustees• 320 staff• Networks with other organisations• Reserves, financially solvent• Regional structure, • Good reputation for research• Provided services to 1 in 4 stroke survivors• A cause that was crying out for attention


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Tactically to achieve dreams;1. Would need everyone in and around the

association to work collectively and to a plan.

2. Would need bigger mass than the Association alone to drive improvement

3. Would need to raise profile of stroke as a prerequisite to a leap forward.

If we could do above then would have competitive advantage over slow , silo working, bureaucratic organisations


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People First• “Would need to

ensure everyone in and around the association was working collectively and to a plan”


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Good People want great purpose and meaning• followers follow because leaders serve a

purpose for them. The essence of servant leadership is to understand that and engage on that basis

• leaders serve followers• Google search found;

Leadership 108 million referencesFollowership 117,000

• Great leaders deliver because of the quality of followership


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Followership

• Followership can confer or withhold the power to act • All are leaders or followers at different times in the process

we had to unite all people in the association in a unified vision around a radically different culture.• Without these changes the other huge

issues would not be addressed.


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People first?

• Get everyone to understand their importance

• Get everyone to understand their part to play in the big scheme

• Get success underway

• Get Trust growing

• Make it personal, values….


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What do we want from others, respect

• To be heard and understood

• If you disagree don’t humiliate me

• Acknowledge my possibilities

• See that I act from good intentions

• Give me feedback , the truth, with compassion


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• little training and development,

• only 30% of people had appraisals,

• pay and rewards were in the lower half of charity salary ranges,

• no colleague consultation mechanisms,

• Progress by leaving• loose teams or no

teams in place• some staff felt out of

control of their own situation

• No clear collective goal

• 100% Appraisals• Pay and rewards

moved to above average

• Meaningful colleague consultation underway

• Success means more talented people wanting to work for us,

• sickness and turnover figures consistent downward trend

• Staff conferences• Staff newsletters• CEO blogs and emails• Centrality of team• Celebrate success


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People First• Passion and right values. Value

driven organisation, value driven people.

• It’s not just a job, there is a spiritual refreshment in each achievement towards the goal. Many colleagues had this sense of passion and strength, but it wasn’t something that was talked about or seen as a primary competence or factor in the organisations calculations about recruitment or promotion.

• Disempowering cultures


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Awful leadership Behaviours

Arrogance Not facing the facts, believing you are right and everyone else is wrong yet again

Melodramatic Flamboyance and style, you need to be the centre of attention

Volatility Mood shifts are unpredictableWho’s going to turn up today

Excessive caution you’re afraid to make decisions – churn instead of movement

From “Why CEO’s fail”, Dotlich and Cairo, publisher Jossey Bass


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Distrustful The world of us and them, the leader focuses on the negatives

Aloofness Disengaged and disconnected. Don’t show weaknesses. Leave others to deal with conflict

Rule Benders Taking pleasure in provocative ideas, think rules don’t apply to them and usually don’t see through plans. Mischievous

Eccentricity A workstyle to be different for the sake of it, refusing to collaborate in expected productive manner, confuse and confound others with your approach


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Duplicity Private agenda, Public illusion. What you say is not what you believe saying one thing publicly and doing another

Perfectionism Focus on small detail and don’t grab the big picture

Mr Popular No backbone, aiming to please. So flexible no one knows where you stand, or consequently where they stand.


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Everyone working collectively and to a plan

• We united everyone around our compelling reason for being, our cause - consultations on Vision, Mission, • Open Transparent plan and open

consultation, with performance expectations• New Processes and structures to

enable transparent organisation


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Reinforcing loops• Delivered some quick wins related to

colleagues suggestions• Feedback on progress of plans and

discussions (Incl Balanced scorecard)• Stress Unity across the association• The psychological distance from top to

bottom shortened• Created teams where before they hadn’t

existed


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The glue of Trust has to be earnt

• Hard to be a servant leader if there is no trust

• The glue between leader and follower• The glue that enables people to be followers

and also leaders at different points in the delivery cycle

• The glue that enables difficult discussions to happen, be resolved, and to grow people stronger in the process


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4 dimensions of enabling trust as a leader

• Likeability- which arises from humour, vitality, caring, kindness, sensitivity, personality, warmth, compassion, fallibility,

• Personal Power- which arises from self confidence, charisma, appearance, self control, ruthlessness, authority, personal positioning, gravitas, presence

• Capability- Good Judgement calls, relevant knowledge, dedication, track record, reliability, experience, wisdom.

• Respect - which arises from courage to pursue the right thing, integrity, honour, loyalty, honesty, clear understandable values.

Framework developed by the Leadership Trust


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The Johari Box

Disclosure

Hidden

self knows but hides from others

Open

to others and to self

Unknown

to self, to others

Blind

to self but others know

Known

Unknown

Self

To Increase interaction increase the open and shrink the hidden.

Have to seek feedback to shrink the blind box.

To shrink the unknown have to try new things, or expose

status quo.

Rules

Information

Process


www.stroke.org.uk

The Johari Box

Disclosure

Hidden

Open

to others and to self

Unknown Blind

Known

Unknown

Self

To Increase interaction increase the open and shrink the hidden.

Have to seek feedback to shrink the blind box.

To shrink the unknown have to try new things, or expose

status quo.

Rules

Information

Process


www.stroke.org.uk

Trust, Systems thinking

• Instead of individual blaming look for the fault in the system

• root cause detection will show up links and loops to other parts of your work system

• solutions lay in developing fool proof systems and enhanced team play

• consideration and dialogue between teams and alterations to assumptions and systems.


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Expressing Love, support, affection

• Time,

• Touch,

• Gifts,

• Tasks,

• Talk


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Accountability and responsibility• leaders should think, speak,

and act as personally accountable to all who may be affected by your thoughts, words and deeds

• THINK Power relationships turned upside down, altered,

• the leader is answerable to the followers


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Making leadership accountable• Not only to Trustees• Directors roadshows• Open door policy• Walking the floor• Visit every place in the UK once a year• Try to create feedback opportunities• No duplicity, walking the talk


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Foresight and Strategy creation

• The ability to see and grasp

future events

• The failure of leadership, is the failure yesterday to foresee today

• Failure to prepare for future scenarios constrains options , often leaving only the power to command, forcing choices between bad options.

• Foresight is the central ethic of

leadership


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Foresight and stewardship• Had a 5 year plan, because people had the

right to see the big picture, needed to be able to grasp the final objectives we were striving for

• Understood the way change now would result in future progress

• Longer term timeframes engender purpose and security in change

• Failsafe built in of review at 2.5 years


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Building mass, enabling stakeholders to work together

• United all stroke care professional bodies, and patient organisations in a coalition, the UK stroke Forum.


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Building mass by putting beneficiaries at the centre of what we’re about.

• Growing service quality and reach to stroke survivors and their families, in direct face to face support.

• Campaign supporters network

• Media Volunteers• Users given 50% of the say

on research project selection


www.stroke.org.uk

Building Mass through partnerships and coalitions• Aphasia alliance 12 organisations• Stroke Club affiliation 350

organisations• NAO, and DH officials• Campaigns with other charities,

Professional stroke care associations

• Uniting the Stroke Care world to achieve National stroke strategies (a stroke plan in Wales) in each of the 4 UK countries

• Stroke Alliance for Europe, SAFE • Stroke Survivors and families


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Need to raise profile of stroke as a prerequisite to a leap forward.• Broad 3 stages over 15 year period PR plan

1.Get the public and decision makers to be aware of stroke and that something must be done

2.Next sequence is to show something is being done and progress is now being made

3.Following sequence to show that battle is being won


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Servant Leadership as a model, further reading;

• Robert Greenleaf, The Servant as Leader

• Larry Spears ed, Reflections on Leadership

• James A Autry, Love and Profit, the Art of Caring Leadership

• Ken Blanchard, Leading at a higher level

• Peter Senge et al , The fifth discipline fieldbook


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We want a world where there are fewer strokes and all those touched by stroke get

the help they need.

www.stroke.org.uk

All these things that we have done

The Stroke Association 2004 to 2010

With many thanks to Jo Fisher


www.stroke.org.uk

• A stroke is a brain attack

• It can affect anyone of any age

• Number one cause of severe long-term adult disability

• Soon to become the second biggest killer in the World

2004: Low awareness of stroke


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• Around 150,000 people have a stroke each year in the UK

• Each year about 35,000 people will die

• About 38,000 people will be severely disabled


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But stroke is preventable and treatable…


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2004

• We need fundamental change to drive improvement in stroke care and research


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Our aim is for stroke to be talked about and treated as of equal importance to cancer and heart disease


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2005 General Election: A chance to raise issues of poor stroke care and low awareness


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We said: Take notice or people will die or suffer unnecessarily


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It’s the money…National Audit Office report, November 2005

• Our networking pays off

• Deemed “the most damning report on a health issue”

• Makes the Government take notice


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Christmas comes early:

Winner, Medical Charity of the Year2005

Fundraising abseiler


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2006: Building coalitions

• We work with others to grow in strength

• We team up with Different Strokes to show how stroke affects people of working age


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Association of Chartered Physiotherapists Interested in Neurology , British Aphasiology Society , British Association of Stroke Physicians , British and Irish Orthoptic Society , British Psychological Society , British Society of Neuroradiologists , Chest Heart Stroke Scotland , College of Occupational Therapist Specialist Section - Neurological Practice , College of Paramedics , Connect , Different Strokes , Education for Health , NHS Stroke Improvement Programme , National Stroke Nursing Forum , Northern Ireland Chest Heart and Stroke Association , Northern Ireland Multidisciplinary Association of Stroke Teams , Older People & Ageing Research & Development Network (OPAN Cymru) , Royal College of Physicians , Royal College of Speech and Language Therapists , Scottish Stroke Nurses Forum , Society for Research in Rehabilitation , Speakability (Action for Dysphasic Adults) , The Stroke Association , The Tavistock Trust for Aphasia , UK Stroke Research Network, UK Swallowing Research Group

We create the UK Stroke Forum, a

coalition of 27 organisations,

to advance stroke

research and care


www.stroke.org.uk

• After 4 conferences has grown to become

the biggest multidisciplinary stroke event in the world


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Winner, Best Healthcare and Medical Research Charity, 2006


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We merge with Speechmatters to help stroke survivors in Northern Ireland


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2007: We launch

“A stroke is a brain attack”

campaign


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• English National Stroke Strategy launched, December 2007

• Includes ALL our 2005 Manifesto recommendations

The English Government joins us


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• Targets

• Ring-fenced funding

• Goals on long-term support in the community

The Strategy includes:


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The race to find treatments • We have been the

key funder of innovative stroke research for 20 years

• We achieve a National Stroke Research Network funded by Government


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Britain's Best Charity 2007, Finalist

Go UK-wide with Stroke Association Scotland being launched


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We persuade the Government to finance a £12 million multimedia stroke awareness advertising campaign


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Building coalitions

• We play a key role in establishing and growing the Stroke Alliance for Europe (a consortium of 19 European stroke patient organisations)


www.stroke.org.uk

• National Stroke Plan for Wales is announced

• Ring-fenced funding is included

The Welsh Government joins us


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• The Northern Ireland Stroke Strategyis agreed

• Ring-fenced funding is included

And so does Northern Ireland


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• Best Healthcare and Medical Research Charity, 2008, Finalist

• Britain’s Best Charity, 2008, Finalist

2008 awards


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Services for stroke survivors, and

their families

Our service contracts grow from 140 to 350

2009: Launch of our Life After Stroke Services Model


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Building coalitions: Stroke clubs

• 350 local stroke clubs are affiliated with us

• Each year stroke club conference attracts 200+ delegates


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Quality Assured


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• Finalist: “Most impact on society”

• Finalist: “Best for social enterprise”

• Finalist: “Medical Charity of the Year”

Third Sector Awards, 2009


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2010

• Doubled turnover £14 million (2004) to £29 million (2010)

• Awareness of stroke raised from 42% to 69% (MORI)


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Helping more people directly• Direct face-to-face

service provision to around 31,000 survivors and their families each year• Helpline dealing

with 22,000 enquiries per annum• 1.5 million information leaflets

delivered per annum


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Mass and Profile

Staff numbers up from 320 to 755

Big growth in volunteer

numbers For first time get into

Britain's best charity brand

list, at 58.


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Building a Values based Stroke Association

• Innovation

• Professionalism

• Passion

• Respect and openness

• Working together


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The future: 2010-2015 Strategy

• Defend advances made

• Prevention a top priority

• Children and stroke

• More stroke research


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The future: 2010-2015 Strategy

• Aim to have contact with 90% of stroke survivors within 14 days

• New assembly of stroke patients to be launched

• Will help more people


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Five years on we have made stroke a top priority• 2010 Conservative Party Manifesto

– “We will measure our success on the health results that really matter – such as improving cancer and stroke survival rates .”

• 2010 Labour Party Manifesto– Labour is committed to “significantly

improving survival rates for cancer, heart disease and strokes .”


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No one does it on their own…

Time Truth Hearts


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No-one shines if we all don’t shine


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All leaders, all followers…


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One vision, multiple success, many people


www.stroke.org.uk

We want a world where there are fewer strokes and all those touched by stroke get

the help they need.

stroke helplinewebsite 0845 3033 100 the stroke association, servant leadership, and transformation...

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