Birmingham Public Health by Helen Williamson Step 1 and Step 2 Accredited Performance
Why we were asked to work with Birmingham Public Health by Helen Williamson Step 1 and Step 2 Accredited Performance
The NHS reforms within England meant the forming of a new Business Support team from 3 of the PCTs for Birmingham Public Health, as well as relocation. This team is a critical function within Public Health receiving and maintaining key information and data, analysing and interpreting it, and supplying it back to the organisation in a form that can be used to formulate and drive the strategy that supports the role of Public Health within our society.
“The science and art of promoting and protecting health and well-being, and preventing ill-health and prolonging life through the organised efforts of society.” Public Health Definition
In addition to these changes the Public Health organisation is in the process of transferring from the NHS organisation to the Local Authority. While dealing with the consequence of the transitions following these changes, and still living with a significant level of uncertainty, the team were expected to continue to perform and deliver on their critical activities
As part of their Organisational Development approach and recognising the difficult circumstances that this particular team was coping with, the Public Health Director wanted to support them, and provide the means for them to go through the expected “forming” and “storming” stages, and take the learnings from those stages through to be able to progress to the “norming “and then “performing” as quickly as possible.
During this time leader of the Business Support Team changed and there has been a transition period between the incoming and outgoing Public Director.
What we did
Having initially worked with the team to understand better what was happening at the “forming” and “storming” stages as well as to begin to increase
the trust and rapport with each other – a Step One workshop ( in two parts due to work commitments) on the Talent Dynamics Pathway was arranged.
Before the first part of this programme, the Business Support team members received their personal Talent Dynamics Profile reports and an individual debrief. We invested the time for the whole team to understand their profile and the profiles of the other team members. The Public Director also provided clarity of the strategic direction of this team aligned to the organisational needs.
This really kick-started the processes for them to begin to understand better the best way to create value within their team and how to leverage each other. They started to have some real “aha” moments and to understand where individuals were most in and out of flow and how this could be impacting both their results and the level of motivation within the team.
For the second part, the team chose individuals from the extended team who also received their personal Talent Dynamic profile reports and joined us. This session in particular brought more “aha” moments and immediately within that session they were able to see opportunities to give key activities to different individuals within the team which would take them into flow, and also identified previous unknown areas where individuals were out of flow.
This forum provided an excellent environment for openness between individuals that allowed productive conversations that would drive improved motivation and performance. They also began to understand why they reacted differently as individuals to change, and how they can support each better during the different stages of change to help maintain this.
In particularly seeing their team profile, significantly raised their optimism, and allowed them to consciously appreciate the excellent mix of strengths that each of them brought to the team and to the activities that they are there to do. It strengthened the team bond and that the “Power of Whole is greater than The Power of the Individual”.
They experienced a unique process of creating trust and flow using the Talent Dynamic model.
Whom we worked with in the Enterprise
The Business Support Team in Public Health, Birmingham
One step programme arranged over two days in Aug and Sept. with extended team members joining for part.
How the programme has impacted
For the new leader the impact was immediate as it gave them the confidence that this was a good team that they would be leading, and that it had all the right mix of elements within each of the individuals.
The change in the type and depth of conversation that the team has was immediate, creating openness and a flexible approach. Already they have seen the benefit of this when they were unexpected without a team member for an extended period, as there is a new energy within the team that brings them together which the leader says is “palpable”. They are achieving more as they are now more focussed and aligned and have moved more rapidly into the “norming” stage.
It has given them a language and context which allows them to have the right conversations to steer the team forward, meaning that the morale and motivation of individuals has improved significantly. This has facilitated the establishment of a weekly meeting in an environment where they can share the current challenges, deal with the facts and achieve a consensus of approach. This means that they can identify the “real” issues more quickly and stay on top of things with the rate of current change that’s happening.
There has been a much greater awareness not just of where their individual value lies but how they can effectively capitalise on each other’s talents to create improved results. This includes a member of the extended team whose value was not being fully leveraged and has now being recognised and already consciously leveraged.
Already more than half of the team have now being given opportunities to develop in a way that wouldn’t have been recognised before. As well as the increase in morale, these individuals are revelling in their new challenges that will drive the team and the organisation forward. That even when they have to do activities that need to be done and may not be in their natural flow, they can create the environment to make this easier to do when required.
They are already speeding up on the delivery of contracts, as well as continuously improving the quality of the data available, and the effectiveness of their systems to support the whole of Public Health. In one instance this enabled an improved efficiency of up to 25% by the right individual being in their flow doing the right activities for the organisation.
In the first months they have been better able to prioritise their focus and allocate the key activities to those individuals where it is using their strengths and keeping them in flow and performing at their best. As the team leader said “we may have got there eventually but this has accelerated the trust and flow between us; we are cooking on gas!”
They are more connected as a team with an increased confidence and resilience that they are able to deal with further changes and be able maintain morale and maintain performance during significant change. They can now see how they complement each other, where before they may have seen friction.