Be­hav­iour above be­lief in lead­ing way for your team

Busi­ness peo­ple of­ten strug­gle with the softer side of lead­er­ship – yet mas­ter­ing these skills can be trans­for­ma­tional, writes STEWART BARNES of Quolux

Gloucestershire Echo - - BUSINESS -

YOUR be­liefs don’t make you a bet­ter per­son – your be­hav­iour does.

This phrase was a game changer for Ju­lia Ever­ard when she first heard it in one of the LEAD mas­ter­classes run by Quolux.

She is man­ag­ing direc­tor of Chel­tenham-based Sara­cen Care which pro­vides per­son­alised, doc­tor-led care in peo­ple’s own homes or in sup­ported ac­com­mo­da­tion.

She said: “Ev­ery­one can un­der­stand a be­hav­iour. It’s what you have done, and not nec­es­sar­ily what you have said.

“By think­ing about be­hav­iours, I can now ex­plain and help oth­ers to un­der­stand how I feel.

“I have found my man­agers and staff re­spond in­stantly and make changes them­selves for the bet­ter.”

She con­tin­ued: “I have taken that ap­proach fur­ther and in­tro­duced it in our strat­egy meet­ing with the se­nior man­age­ment team, where we dis­cussed what our Sense of Pur­pose was.

“I now need to keep up the mo­men­tum from the meet­ing.”

She said the com­pany is very proud of its out­stand­ing Care Qual­ity Com­mis­sion rat­ing for the qual­ity of care we pro­vide and main­tain­ing that at the next in­spec­tion is im­por­tant to the com­pany’s plans.

“Align­ing our be­hav­iours and do­ing what we say we will do are key re­quire­ments,” she said.

“I re­alise this is where lead­er­ship kicks in, and my lead­er­ship in par­tic­u­lar.

“At the strat­egy meet­ing we talked about how we can show­case our achieve­ments through case stud­ies, so that we cap­ture all the ex­cep­tional things we are do­ing and have done over the last three years.

“We are work­ing hard at en­gag­ing with our staff more for them to cre­ate the case stud­ies and im­ple­ment their ideas for im­prove­ments.”

She con­tin­ued: “I have tai­lored our struc­ture with bet­ter de­fined roles and lines of re­spon­si­bil­ity and ac­count­abil

ity which has al­lowed me to del­e­gate more.

“This has en­abled oth­ers to feel more in con­trol, man­age sit­u­a­tions and au­tho­rise mat­ters.

“Back­ing off and del­e­gat­ing were big changes for me but it has en­thused and em­pow­ered my man­agers, which in turn has given me the re­as­sur­ance and con­fi­dence to do it more.

“I am now di­rect­ing ac­tiv­i­ties bet­ter and no longer res­cu­ing my man­agers by jump­ing in.

“I am us­ing more mo­ti­va­tional lan­guage and they are re­spond­ing pos­i­tively.

“Chang­ing my be­hav­iour is lead­ing to a be­havioural change in them. We’re all win­ning.

“The next stage is to im­prove the ef­fec­tive­ness of our in­ter­nal com­mu­ni­ca­tion so that ev­ery­one un­der­stands where we are suc­cess­ful and why. The case stud­ies will help with this.”

An in­spi­ra­tion to oth­ers, Ju­lia has tack­led how she be­haves to im­prove her lead­er­ship.

She has im­ple­mented rel­e­vant changes and her man­age­ment team has re­sponded ac­cord­ingly.

She truly has put the C of care into lead­er­ship.

She not only has be­come a bet­ter leader, she is also a bet­ter per­son.

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