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
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.