When you have a vacancy – don’t re-advertise, reorganize! Be savvy about institutional design: segment the organization, contract out where necessary, involve volunteers. Above all, understand the impact this will have on the organisation. The role of the team and of middle leaders was seen as critical. If their capacity is not continually developed then senior leaders will not be able to lead effectively – not least because they will become immersed in fire-fighting and not remain strategic: When you unpick it, the team has quite often lost sight of what they are doing and what difference they are making. You need to enhance teams so they can see how to change. Find out who benefits from the status quo and work intensively with them. What are the real drivers of public middle management performance? On a risk reward continuum, they take all the risk and get none of the rewards, so they are not generally fans of innovation. Stop using the word “they” – I could do my job brilliantly if only they … You are employed to change this. As you work in this way, you need to be astute about how best to motivate staff and achieve your aims: Let others take the credit – it helps you achieve your goals. One final point on structures was the importance of a strong governing body and an effective relationship with the Chair, to provide both challenge and support. 3.3.9 Managing risk and uncertainty The key to managing change for several interviewees was to manage risk, or uncertainty (“Leaders work in fields of uncertainty – risk is the wrong word.”) Where risks are not managed or simply can’t be controlled, they can quickly become crises. Some interviewees had clear risk management policies that reflected their context (e.g. charities working with children), whilst others were subject to significant compliance regulations (e.g. accountancy). Others considered it essential to manage risks in order to be innovative. A common view was that, in general, public services are risk adverse and this potentially stunts innovation. In such situations, developing strategies for identifying and managing risks is crucial, as is having a “no blame” culture.
When you have a vacancy – don’t re-advertise, reorganize! Be savvy about institutional design: segment the organization, contract out where necessary, involve volunteers. Above all, understand the impact this will have on the organisation. The role of the team and of middle leaders was seen as critical. If their capacity is not continually developed then senior leaders will not be able to lead effectively – not least because they will become immersed in fire-fighting and not remain strategic: When you unpick it, the team has quite often lost sight of what they are doing and what difference they are making. You need to enhance teams so they can see how to change. Find out who benefits from the status quo and work intensively with them. What are the real drivers of public middle management performance? On a risk reward continuum, they take all the risk and get none of the rewards, so they are not generally fans of innovation. Stop using the word “they” – I could do my job brilliantly if only they … You are employed to change this. As you work in this way, you need to be astute about how best to motivate staff and achieve your aims: Let others take the credit – it helps you achieve your goals. One final point on structures was the importance of a strong governing body and an effective relationship with the Chair, to provide both challenge and support. 3.3.9 Managing risk and uncertainty The key to managing change for several interviewees was to manage risk, or uncertainty (“Leaders work in fields of uncertainty – risk is the wrong word.”) Where risks are not managed or simply can’t be controlled, they can quickly become crises. Some interviewees had clear risk management policies that reflected their context (e.g. charities working with children), whilst others were subject to significant compliance regulations (e.g. accountancy). Others considered it essential to manage risks in order to be innovative. A common view was that, in general, public services are risk adverse and this potentially stunts innovation. In such situations, developing strategies for identifying and managing risks is crucial, as is having a “no blame” culture.