The looming public sector budget cuts will likely result in wide-ranging and potentially radical changes within organisations and in the roles of numerous workers. Many employees feel destabilised by change – even if it does not directly affect them – while others may experience increased stress while doing their job with fewer colleagues or resources. So, how can public sector leaders foster teams that are motivated, engaged, confident and efficient even in the face of tough challenges?
Lead from the top
Jennie Harrison
We work with many public sector organisations undergoing changes. One of the key influencers in retaining a stable and motivated team is if those changes come from the top. A good leader is much more than 'just a manager'.
A good leader will master four universal leadership goals that are crucial for a cohesive and successful working environment – increasing trust and communication, managing conflict in a professional way, building organisational capability and driving organisational strategy. Leaders who achieve these goals will be better placed to guide teams through any storm.
An example of optimum leadership in practice took place at the DVLA, when it underwent an organisational change programme a few years ago following a number of senior management retirements. As part of the programme, the agency invested in the professional and personal development of its leadership team, working to redefine the role of leaders and help them understand that managing people was more than a process, or skills checklist.
The programme involved training on aspects such as unlocking potential, managing conflict, and managing relationships. Afterwards, DVLA reported that its people had "a new appetite for development and a focus on unlocking potential."
Knowing me, knowing you
Helping employees understand their own working behaviours will enable them to work more effectively – something crucial to success with reduced teams. Equally crucial is for leaders to also understand their employees' behaviours. Research we carried out last year revealed that more than a third (34%) of public sector workers felt their managers didn't understand their skills, preferences and motivations.
Using accessible psychometric tools to examine and acknowledge what drives your people and where their strengths and talents lie is invaluable in making the most of teams, especially as resources tighten. It also helps indentify how people respond to change, allowing leaders to recognise and mitigate areas of stress that may escalate to conflict. Two years ago, the Mid Cheshire Hospitals NHS Foundation Trust began using psychometric tools as a way of creating a foundation for getting the best out of people, against a backdrop of funding changes, and during time of a cultural and behavioural shift within the organisation.
Following the use of psychometrics within the Management Development Programme, teams were deemed to be 're-stabilised', as the training had provided a lens to 'explain' how people are different, and importantly, how to build positive interactions with other team members.
The rules of engagement
Any change can make employees feel unsettled, often triggering a drop in motivation and productivity. Rather than bury heads in the sand, it is therefore crucial that employers acknowledge change, and keep staff abreast of developments. The more that staff feel informed about changes being made, and their impact, the quicker they will be able to accept those changes and re-engage with the organisation.
Equally, cutting budgets shouldn't mean cutting important activities like training. Training and development help staff feel appreciated and engaged; meaning if their job description has also changed, they will be more able to keep up and keep motivated.
During times of change it is more important than ever to focus on the people in your organisation. There may be pressures to divert attention into simply getting the job done, but the risks of overlooking employees' needs when times are tough, and funds tight, may well outweigh any cost-saving measures being implemented.
Jennie Harrison is senior consultant at OPP
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