Getting everyone on the bus: The art of influence final

Getting Everyone on the Bus: The Art of Influence

Marlies van Dijk, Quality and Healthcare Improvement

@tweetvandijk

@HCRCentral

Where are you focusing your “influence”?

What is the change you are working on right now?

-chat-

Why do you think the failure rate of change is so high?

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#SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton

The Reality“What the leader cares about (and typically bases at

least 80% of his or her message to others on) does not tap into roughly 80% of the workforce’s primary motivators for putting extra energy into the change

programme”

Scott Keller and Carolyn Aiken (2009)

Source of image: swedenbourg-openlearning.org.uk


If we want people to take action, we have to connect with their emotions through values

values

emotion

Source: Marshall Ganz

action

#SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton#IQTGOLD#SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton

“We have newset of clinicalGuidelines”

or

“I have a dream”

Source: @RobertVarnam

#hellomynameis


Kinds of people at workThe

ContributorsThe

CompliantThe

Contras

Adapted from The Emotional Economy http://emotionaleconomy.com.au/papers-articles/why-the-winners-in-business-are-taking-the-time-to-build-a-positive-kind-social-culture/


Kinds of people at workThe

ContributorsThe

CompliantThe

Contras

Gallup global research:•Only 13% of the workforce are engaged (Contributors)•Contributors create six times the value to an organisation compared to the Complianthttp://www.gallup.com/poll/165269/worldwide-employees-engaged-work.aspx

Adapted from The Emotional Economy http://emotionaleconomy.com.au/papers-articles/why-the-winners-in-business-are-taking-the-time-to-build-a-positive-kind-social-culture/

#SHCR @School4Radicals

There has never been a time in the history of healthcare when this advice has been

more pertinent

“Leadership is not about making clever decisions and doing bigger deals. It is about

helping release the positive energy that exists naturally within people”

Henry Mintzberg

Purpose is good: Shared Purpose is Better. HBR @MarkBonchek

#SHCR @School4Radicals@HelenBevan

A 3-word concept

Examples

AdidasThe Adidas Group strives to be the global leader in the sporting goods industry with brands built on a passion for sports and a sporting lifestyle

NikeTo bring inspiration and innovation to every athlete* in the world(*if you have a body, you are an athlete)

ExampleDunkin Donuts:Make and serve the freshest, most delicious coffee and donuts quickly and courteously in modern, well-merchandised stores.

Starbucks: Our mission: to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.


Avoiding “de facto” purpose• What leaders pay attention to matters to staff, and consequently

staff pay attention to that too• Shared purpose can easily be displaced by a “de facto” purpose:

hitting a target reducing costs reducing length of stay eliminating waste completing activities within a timescale complying with an inspection regime

• If purpose isn’t explicit and shared, then it is very easy for something else to become a de facto purpose in the minds of the workforce

Source: Delivering Public Services That Work: The Vanguard Method in the Public Sector

What purposes do we primarily use in healthcare?

Poll


Effective framing: what do we need to do?

1. Tell a story2. Make it personal3. Be authentic4. Create a sense of “us” (and be clear who the “us”

is)5. Build in a call for urgent action

Source of image: woccdoc.org

Which do you like better?

1. Our infection rates are higher than they should be. We have new clinical guidelines. Let’s work together to implement them!

2. You are the one at the bedside. You know what works and what doesn’t. How can we tackle our infection rates?

3. Remember Mrs. Smith. She fully recovered from C-diff that she picked up on our unit. Just like you, I want to protect more of the chronic elderly. What do you think we can do?

Change Management

• Creating a compelling story• Role modelling• Capability Building

The irrational side of change management: McKinsey and Co.

#SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton#SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton

What are the traits of “inspirational”

leaders?

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#WhatsYourStory Oct 5-9

What motivates people?

• Impact on Society (building community)• Impact on Customer (patients and families)• Impact on Organization • Impact on Team (work environment)• Impact on me (development or bonus)


Leaders ask their staff to be ready for change, but do not engage enough in sensemaking........

Sensemaking is not done via marketing...or slogans but by emotional connection with employees

Ron Weil


Resistant behaviour is a good indicator of missing relevance

Harald Schirmerhttp://de.slideshare.net/haraldschirmer/strategies-for-corporate-change-the-new-role-of-hr-driving-social-adoption-and-change-in-the-enterprise

Source of image: driverlayer.com

‘‘‘‘

Leading change in a new eraDominant approach Emerging direction

Leading change in a new eraDominant approach Emerging direction

Most healthcare transformation

efforts are driven from this side

John Kotter: “Accelerate!”

• We won’t create big change through hierarchy on its own

• We need hierarchy AND network• Many change agents, not just a

few, with many acts of leadership

• At least 50% buy-in required• Changing our mindset

– From “have to” to “want to”

TO

#SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton#SCHR #Quality2015 @HelenBevan @BoelGare @jackielynton

‘‘Leaders must wake people out of inertia. They must get people excited about something they’ve never seen before, something that does not yet

exist”

Rosa Beth Moss Kanter

Viral Change, Leandro Herrero

#ChangeDayAB

Thank you

[email protected]

@HCRcentral @tweetvandijk