Bradford District Care Trust
Culture Change to Enable
Transformation
September 2014
Context
• Significant change within BDCT:– Transforming Community Services
– Transfer of Learning Disabilities Services to new
providers
– Foundation Trust application
– Transformation agenda (agile/new ways of working)
– Integration of H&SC
– Changing commissioning climate
– Financial and Economic climate
Our Vision
• A values based culture, marked by autonomy,
empowerment and innovation
• Resilient, capable and engaging leaders
• Open, honest climate with responsive feedback
• Increase performance, capacity and capability
• Foster a learning culture
Ensuring a cultural shift
• Cultural change possible if ……
existing cultural themes + change
intervention + sustainable leadership+
generative dialogue + active cultivation
of new cultural norms.
Burke Litwin
Model
Building the foundations
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Vision of cultural shift required
Clear set of values & behaviours
On-going (healthy) staff engagement
Understanding that change will take time,
energy and commitment!
Embedding our values
• Role modelling
• Half day workshops facilitated by CE to explore
values and what they represent
• Director lead Values session on induction
programme
• Annual awards
• Built into HR processes; appraisal, recruitment
• On-going awareness building
Values based recruitment
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The drivers; Francis, 6 Cs, best practice
Identifying an approach
The National Agenda
Values Based Interview
Implementation
Evaluation
You are recruiting a pilot.
Would you….
a. See how candidates looked in their
uniform?
b. See if they can drive a BMW?
c. Let them have a go at flying a Boeing 747?
d. Give them a flight simulation?
BDCT Behavioural
Competencies
• Developed through engagement with staff and
Service Users
• 6 competencies
• Defined at 4 levels
• Simple, accessible language
• Distributive leadership
• Clear statement of what is not acceptable
Building Understanding
Putting across ideas and opinions clearly and confidently.
Making the time to listen to others and taking their views on board.
A. Team Contributor
B. Leading through Others
C. Established Leader
D. Organisational Leader
Communicates
effectively on a day to day basis
Communicates effectively in more
challenging day to day situations
Communicates effectively with others
in complex situations
Handles complex and demanding
communication across a range of
situations and with stakeholders
•Communicates ideas or concepts that are
understandable and relevant to different
staff levels
•Expresses opinions, information and key
points of an argument clearly and fluently
•Shares complex messages; interprets
and communicates the relevance to
others
Communicates in a clear, confident,
positive and professional manner
Communicates openly and honestly
Listens to what others say and asks
questions to clarify understanding
Makes others feel that their views and
opinions count
Uses the most suitable communication
method (e.g. face to face, telephone or
email)
Uses non-verbal behaviours (e.g. body
language, gestures and facial
expressions) to build rapport and empathy
•Uses active listening to show others that
their views have been heard
•Adapts own behaviour to respond to
communication barriers (e.g. language
issues)
•Facilitates discussions to encourage
input from others
•Develops reports/presentations which are
suitable for the audience
•Is accessible and approachable
Communicates effectively with people
who are upset or angry
•Uses personal impact and credibility to
influence others
•Reacts quickly to deliver an unscripted
presentation or handle complex questions
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•Handles cross-cultural communication
effectively
•Manages conflict to build positive
outcomes
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•Builds the involvement, respect and trust
of others
•Negotiates to achieve mutually
acceptable agreement
Adapts behaviour and language to relate
effectively to others
Is assertive when required
What is not acceptable
•Not actively listening
•Not adapting your communication style to suit others
•Sending emails to avoid direct conversations
•Using confusing jargon
•Not allowing others to express their opinions
•Avoiding difficult conversations
•Communicates to inspire enthusiasm
and commitment in others
•Plans an approach to influence
specific groups (e.g. by briefing key
members prior to meetings)
•Builds consensus and understanding
in the most complex situations (e.g. in
highly political relationships)
Leadership Development
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Board development
Talent conversations
Engaging leadership
BME Career development
Medical Leads programme
Accredited management development
Coaching and Mentoring
Leadership Development
• Transformational Leadership Development Programme
• Based on Leading to Quality Research
• Practical focus, leaders encouraged to share learning with
teams
• 6 modules over 8 months
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Module 1:Leading Your Team to Success
Module 2: Leading in Partnership
Module 3:Building a Shared Vision of Quality Service
Module 4:Engaging Your Team in Change
Module 5:Excellent Culture Competence
Module 6:Inspiring Your Team and Promoting Your Service
Building a coaching culture
• Enhancement of internal coaching capacity
• Managed process
– Access via application form
– Deliberate matching
– Tracking of coaching activity
– Coaching supervision (group/one to one)
• Coaching skills for managers
Staff engagement
• Staff survey
• Mini temperature checks
– Identification of hot spot areas and exemplars of
good practice
– Focus on key issues that matter to staff
• Culture conversations
• SFFT
• Enabling staff to contribute to service redesign
Lessons learned
• Senior Management buy-in – ready for the long
haul
• Remembering – things will go wrong!
• Utilisation of all HR/OD colleagues
• Relationships – buy-in across the Trust
• Emphasis on individual responsibility
• Line of sight  patients and staff aligned with
vision and values
• Embedding values/behaviours into key processes