Response C

[Lorna Beaton]

C. 


1. In considering the overall culture in your area, what are the elements that you believe underscore a positive, can-do culture?

Creating a team with a shared vision of reaching out, engaging and supporting as many customers as we can. Daily schedules and expectations are embedded at team meetings. The team take pride sharing their engagement results via Zoom, face to face and via league tables. There is also no fear when engagement plans perhaps do not go as well as expected. The team pull together to share their experiences and ideas to make up any shortfalls engaging people. There is a shared goal that no one should ever miss out on our service. The three latter points are very much traits I look for when I am recruiting.




2. What strengths do you bring as a leader that will specifically fortify a can-do culture in your area? Please give an example.


I think for me as a leader it is important to digest certain ‘difficult’ messages (sometimes at pace) prior to communicating to staff. In the main, I believe I see the positive in situations and communicate in a positive way, literally with an upbeat tone, listen to concerns and I deliver difficult messages with ‘spin’ if required. For me there tends to be good in any given situation, at worst, there will be a lesson to learn.


Last month one of my team members was sick potentially leaving a significant gap in our performance plan. There were several layers to my ‘can do’ approach with regards to this situation and ensuring high performance and motivation was maintained. Firstly, I reinforced our values that supporting others is at the core of what we do. By ‘others’, I mean our potential customers and each of us as team members. I emphasised, to drop the ball because one person being off could jeopardise support to a customer that really needs it. Moreover, I reminded people of why we do what we do and rallied them to get on board with reaching for the team targets and to be the best despite being a person down. Conversely, perhaps someone without a can-do attitude would accept performance would be down because they were a person down or the team would accept the drop in performance.


Alongside driving performance, the sickness situation was dealt with empathetically with the team member shown care and respect. Support was encouraged via the rest of the team and a revised perform plan created and it was agreed, ‘we can do this’. This approach assured no resentment was built with regards to the team member off sick.


I believe I create a place where people feel looked out for and respected and a place where our people and customers are valued. I checked in daily to get feedback on progress and how people were doing. Due to my approach I believe I get a lot back from people, they are more motivated to go the extra mile. My team are working in an environment where they know they are supported and that the team would support and help them should they need it. They all share the same mission that our purpose is to help as many people as we can.


3. How do you go about influencing others (in any area of your life)? What tactics do you use to influence behavior or actions of others?

Depending on the situation I may question someone to help them arrive at a conclusion to move forward with. Alternatively, I may present a vision of the best way forward. It is important to understand what motivates and drives someone so you can utilise this when trying to influence someone. Another tactic I use may be identifying people within a team that hold influence and using that link to help get a message across. At times I have shown vulnerability and let people know that I need their help, to influence them to get on board with something. Also leading from the front and showing people what is possible to influence their actions and behaviours is key. Setting a tone has always been important for me and I have found it really influences people. If tone is chaotic, inappropriate you will grow that culture. My style is professional whilst being approachable and available setting a tone for both professionalism and support.

[Lori Hebert]

Lorna I just love reading your posts! Your written communication tells us a story every time and it sucks me right in! Working with you, I can attest that you are a consummate professional while still being supportive and approachable! Lori

[Marie Sabatino]

Hi Lorna,

I really appreciate your emphasis on the customer experience as a way to inspire a positive, can-do culture among your team, even when there are challenges, such as shortages in staff. I remember a pivotal moment in your stretch assignment when you approached your team about a customer engagement strategy with a “blank slate" and one of your team members came up with the idea of the important difference between “customer service” and the “customer experience.” I know the latter concept really resonated with you, particularly this attention to how your customers are “made to feel” and how this could influence engagement vs. what they “ought to do” to meet contract requirements. It sort of struck me as a parallel process with how you describe approaching your team when it comes to building culture, especially your emphasis on values, purpose and vision, all of which tend to focus more on the experience of teamness (yes this is a word!) and the environment you are creating to foster connection, collaboration and positivity.

I look forward to learning more about this and to what degree it may influence your views on building staff morale in the final assignment.

Thanks for your thorough response,
Marie