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Leadership - Activity

• Why is it important?
• Key Points
• Making the difference
• Activity

In all four case studies a number of activities were used to help management and trade union representatives set and meet project objectives. This approach provides more information about how leadership is key to developing the vision for the service.

Leadership comes from team leaders, team members and union reps as well as senior managers. Champions are an effective way of supporting a new project or a new way of working. Champions translate the new way of working into specific goals and create meaning and context for employees.

Choosing champions

Why do this activity?

Champions are key to driving forward change. But who can be a champion? The starting point is not identifying individuals to take on the role, but identifying what the role of the champion will be.

Traditional ways of selecting people for project groups may restrict the pool of first class champions. Champions may not take on a formal representation role, but should broadly reflect the make-up of the workforce at all levels.

It is essential to find willing volunteers. It should not be assumed that people won't be interested. The level of interest depends on factors such as how and where the opportunity is publicised to the workforce. Support from line managers and the offer of assistance and training to enable people to fulfil the role will make a difference.

Many employees may be attracted to the chance to work on a project that directly affects how they work, their work-life balance, personal development and the opportunity to improve the quality of the service they provide

What is the process?

1. Defining a champion's role

   On a joint basis (for example, within a project steering group) define the role of the champion/s.

   Key factors to be thought through and agreed include:

   • What do you want the champions to do? (It should complement, and not conflict with other leadership roles within the project team).
   • Is it an informal or formal role; or should there be both informal and formal champions?
   • Broadly, what tasks do you want the champions to carry out? (Check that these do not overlap with those of others in ways which could cause confusion.) Ensure that these tasks go beyond an initial flurry of activity, so that the champions do not lose direction and enthusiasm. Ensure they have the support and means to carry out their role.
   • Is the role time-limited or subject to review? (Champions' role may evolve or need to change over time.)
2. Defining the necessary skills and abilities

   Try to include as many potential champions as possible. Factors to take into account include:

   • Consider what skills and abilities are key for the role - keep these to a minimum to avoid putting off potential champions.
   • Avoid criteria which might exclude any particular group from applying.
   • Keep it simple - avoid jargon.
   • Emphasise willingness and ability to do things rather than experience.
   • Look for transferable skills and relevant life experience.
3. Recruiting the champions

   The recruitment process needs careful thought:

   • Where and how will you advertise this opportunity? (If by the intranet, check that all employees are online - if not, ensure information reaches employees who are not office based).
   • Who will do the selection?
   • How will the selection process operate? (It should be a joint process, using agreed selection criteria).
   • Unsuccessful applicants should be valued for their interest. Find ways of maintaining their involvement.
4. Training, development and support
   • Once you have identified the role and tasks, identify the individual training or development needs of the champions.
   • Design and run an induction programme for champions, accessible to all the appointees.
   • Ask what follow-up training and support champions need.
   • Ensure that line managers know who the champions are and what their role entails. Ensure champions have appropriate release for their activities and deal promptly with any disputes over time-off etc.
5. Publicise the champions' appointment and their role.
   • Celebrate the successes that flow from their input.
   • Respect and value their contribution.
   • If champions have criticisms of the partnership, listen to them and respond constructively.
   • Respond quickly and positively to requests for help and be pro-active in offering support if it is needed.
   • Think about how you will replace champions who move on or stand down.

What results can be expected?

By having champions from all levels of the organisation, you demonstrate that this is not a top-down exercise and that you genuinely want to engage employees. This is also a way of opening up dialogue within the workforce.

By recruiting and developing champions, you are developing the pool of talent available to the organisation as well as the project. Undertaking this role successfully may also enhance champions' satisfaction with, and commitment to, the organisation.

Champions can be a conduit for communication to and from sections of the workforce where employee or union representation may not be strong.

Champions are a source of leadership in the change process, influencing and persuading others in the workplace, and complementing the leadership roles undertaken by managers and employee/union representatives.

If champions feel confident and are valued and supported in their role, they should be vocal and visible advocates for implementing improvements to service delivery through partnership, prepared to weather the storms as well as take the plaudits.