It was great seeing 1,500 of you at the staff forums over the last couple of weeks. And thank you for all the questions, emails and helpful suggestions that you’ve sent me since. I must have had 50 plus and I really appreciate the thinking and ideas for developing our organisation.
As 3,000 of you will be moving locations and or desks over the next few months I thought I’d share my thinking about going paperless. We have to achieve this to make the refurbished offices work for us. I’ve been at this for some time, and I’ve reduced the amount of paper I use and carry around hugely over the last year or so since moving into the open plan office. But I’ve always had a few sheets. And some. Until three weeks ago. I am now completely paperless (except for the odd script I’m handed for staff awards events and the like...).
I must say it’s truly liberating. And I’ve had to employ a couple of simple rules to make it work for me which I’ll share with you.
1. Never print any papers or agendas for meetings. Keep everything electronic and use Word files, Excel files and .pdf’s to make the sort of notes that you would have written on the papers. You can now highlight text, make notes and add those cheeky comments in the margins about the writer’s grammar; all sorts of things straight into the electronic file. It really is that simple.
2. Ditch the pen and notebook (something I’ve always carried since I was small). This has been the secret for me. Just don’t carry a pen and you can’t use paper. I felt naked without my pens but if I carry them I use them.
3. Read papers on the screen. I didn’t think this would work but actually it does with practice. It’s just like using a Kindle and after a week or so it’s as easy as holding a book or a paper.
4. Use the notes function, reminders function and Outlook diary on your laptop or smart phone for your to do lists, appointments, etc.
I hope these are helpful – they’ve worked for me. Have an experiment with all of the above and let me know what you think. It feels odd at first but within a week or two it works very well.
Speak soon and enjoy your Christmas shopping.
For daily updates, discussion, personal opinion, comment or just to connect or keep in touch you can follow me on Twitter at http://twitter.com/#!/drcarltonbrand.
Carlton
Friday, 29 November 2013
Tuesday, 12 November 2013
'Coming home'
It’s a busy week this, with six staff forums and a heads of service management meeting covering around 1,500 staff. We’re half way through these sessions and it has been great to hear from many staff with their questions, challenges and observations about how we move the organisation forward. We have updated on the recent senior management restructure, the new business plan 2013-17 and the headline messages from the peer review. It’s important that we all get involved in these sessions because it’s how we can understand what’s happening, share our concerns, and learn together. That way we are stronger and better able to meet the challenges ahead.
I am writing this blog sitting in the refurbished council chamber in front of our 98 elected members. I have a real sense of 'coming home' and it’s great to see democracy in action in the proper place; the debating chamber. I would like to thank Julie Anderson-Hill and her team for delivering such a great facility, ahead of schedule and on budget. The facility has electronic voting and webcasting and we shall see the members using these facilities next year to really open up what goes on to all our communities and staff.
On Friday this week I am attending the autumn ACCE meeting – the association of county chief executives. It’s a good opportunity to catch up with colleagues and share learning on the major issues that we collectively face; safeguarding, highway maintenance, economic growth and financial sustainability as well as future development of the Local Government Association (LGA).
Speak soon and see you in Chippenham tomorrow and Salisbury on Thursday if you are attending the staff events.
For daily updates, discussion, personal opinion, comment or just to connect or keep in touch you can follow me on Twitter at http://twitter.com/#!/drcarltonbrand.
Carlton
I am writing this blog sitting in the refurbished council chamber in front of our 98 elected members. I have a real sense of 'coming home' and it’s great to see democracy in action in the proper place; the debating chamber. I would like to thank Julie Anderson-Hill and her team for delivering such a great facility, ahead of schedule and on budget. The facility has electronic voting and webcasting and we shall see the members using these facilities next year to really open up what goes on to all our communities and staff.
On Friday this week I am attending the autumn ACCE meeting – the association of county chief executives. It’s a good opportunity to catch up with colleagues and share learning on the major issues that we collectively face; safeguarding, highway maintenance, economic growth and financial sustainability as well as future development of the Local Government Association (LGA).
Speak soon and see you in Chippenham tomorrow and Salisbury on Thursday if you are attending the staff events.
For daily updates, discussion, personal opinion, comment or just to connect or keep in touch you can follow me on Twitter at http://twitter.com/#!/drcarltonbrand.
Carlton
Thursday, 24 October 2013
Thursday 24 October 2013
I thought this week I would share with you some of my thinking about management and leadership in local government. At a time of rapid change in response to significant challenges, good management and leadership is vital to the success of the organisation and wellbeing of our staff.
For me management and leadership are inextricably linked. I believe that good managers are good leaders and that you can’t lead without being able to manage ― for me there is a credibility gap with leaders who can’t manage. Why would you follow a leader without credibility? This is probably controversial as the literature tends to separate the two. Leadership and followership are linked for me.
Good management is about performing a role covering three distinct but related domains; task, team and individual. Definition and achievement of the task in hand, developing the team as a collective, and developing individuals and one’s self to learn and improve. I like to think about these three domains existing in a model of management and leadership comprising four levels; vision, strategy, operations and tactics. The manager — leader has to operate at all four levels and in the three domains to be successful.
Leadership then goes beyond this into the realm of change. Change related to improved performance, better customer satisfaction, reduced costs, and enhanced staff wellbeing and learning. Change is the important differentiator between management and leadership; change is a psychological journey to be led rather than a task to be managed.
The skills required to manage and lead are closely related. They include a passion for and a skill to communicate, displaying the appropriate behaviours, being competent technically but also across the whole system ― not just the immediate part of the organisation. Leaders need to be conversant in systems thinking competencies. Above all they have to deliver; deliver change, and deliver the performance demanded by customers, citizens and politicians.
It’s a multi-faceted role but the bottom line is that it is my job. I am employed to lead. Everything else is secondary. It’s about all of the following:
• Attracting, growing and developing the best people and setting them free to deliver
• It’s something to be measured and worked at continuously to improve ― forming the major part of my annual CPD
• It’s lonely, complex, difficult, challenging, frustrating and hugely exciting and thrilling
• It’s about caring; for staff, customers, the organisation and yourself
• It’s about challenging the status quo with a dogged desire to improve things
• It’s about detail as well as big picture and also simplifying complexity for others
• Taking risks and being comfortable with prolonged exposure to those personal and organisational risks
Above all, it’s about having a vision for the future that you know will be better than today.
The world of management and leadership is changing because the world is changing. The global debt and government deficit crisis means that spending is massively constrained in the public sector and will be for another ten years. Customers and citizens expect better service, customised to their personal preferences all at a cost that represents better value to them ― as buyers or as tax payers. This requirement is driven by an increasingly sophisticated and developed consumer mind-set and market where the customer or client is in full control. In this world, local authorities are having to move from a model of “we’ll tell you what you can have” to a model of “what do you need and how can we help to provide this?”. This is a difficult cultural and behavioural shift for staff, managers and leaders to make if they have only ever experienced the former.
Key challenges in this new world include: doing more with less; doing different things with less; innovation and creativity, and how to fund & exploit it; better data and information and how to use it; exploiting new technology and ways of working; personal resilience to continual change and pressure; communication and influence — with customers, clients, stakeholders and partners and co-production and how to work with communities and individuals to enable service provision. Leaders who don’t understand this and merely propose service cuts are failing.
Local authorities are undergoing the biggest change that they have ever experienced. Funding reductions of 30% plus already and the same again to be announced over the next few years make the job of leadership very difficult. Most managers in local government have never experienced a challenge of this magnitude and it is becoming the discriminating factor between personal success and failure.
In this respect, key challenges for leaders include: finding a common purpose to galvanise effort and spirit in organisations which deliver 350 plus largely unrelated services; managing complexity between the interrelated parts of the organisation and the wider community systems within which the organisation operates; developing communities to co-deliver services to reduce unsustainable levels of demand; innovation, including cross sector innovation and how to leverage this to the benefit of communities and the organisation to improve performance and reduce costs and better management and leadership competence ― both political and officer to inspire staff and communities to make the journey of change that society is calling for.
The major challenge is for leaders to move on from their professional background and to embrace the profession of management & leadership. In a world where whole system thinking will differentiate between those that succeed and those that fail, the following, I believe, will be the new leadership competencies: the ability to think in terms of systems and knowing how to lead systems; the ability to understand the variability of work in planning and problem solving; understanding how we learn, develop, and improve; leading true learning and improvement; understanding people and why they behave as they do; understanding the interaction and interdependence between systems, variability, learning, and human behaviour; knowing how each affects the others; and giving vision, meaning, direction and focus to the organisation.
It will also be important to be aware of the ‘experts’, particularly those selling simple ideas as the panacea to address and meet the problems of today and tomorrow. In addition, new delivery models such as outsourcing, commissioning and staff mutuals have a role to play but they are not the solution or even a major part of the solution to the problems facing the public sector over the next 10 years.
Finally, leadership is lonely. I try to be prepared for the mental and physical effects of this and seek-out sources of support ― from friends, a coach or a mentor. Learn from sport where the best have great support systems in place.
Speak soon.
For daily updates, discussion, personal opinion, comment or just to connect or keep in touch you can follow me on Twitter at http://twitter.com/#!/drcarltonbrand.
Carlton
For me management and leadership are inextricably linked. I believe that good managers are good leaders and that you can’t lead without being able to manage ― for me there is a credibility gap with leaders who can’t manage. Why would you follow a leader without credibility? This is probably controversial as the literature tends to separate the two. Leadership and followership are linked for me.
Good management is about performing a role covering three distinct but related domains; task, team and individual. Definition and achievement of the task in hand, developing the team as a collective, and developing individuals and one’s self to learn and improve. I like to think about these three domains existing in a model of management and leadership comprising four levels; vision, strategy, operations and tactics. The manager — leader has to operate at all four levels and in the three domains to be successful.
Leadership then goes beyond this into the realm of change. Change related to improved performance, better customer satisfaction, reduced costs, and enhanced staff wellbeing and learning. Change is the important differentiator between management and leadership; change is a psychological journey to be led rather than a task to be managed.
The skills required to manage and lead are closely related. They include a passion for and a skill to communicate, displaying the appropriate behaviours, being competent technically but also across the whole system ― not just the immediate part of the organisation. Leaders need to be conversant in systems thinking competencies. Above all they have to deliver; deliver change, and deliver the performance demanded by customers, citizens and politicians.
It’s a multi-faceted role but the bottom line is that it is my job. I am employed to lead. Everything else is secondary. It’s about all of the following:
• Attracting, growing and developing the best people and setting them free to deliver
• It’s something to be measured and worked at continuously to improve ― forming the major part of my annual CPD
• It’s lonely, complex, difficult, challenging, frustrating and hugely exciting and thrilling
• It’s about caring; for staff, customers, the organisation and yourself
• It’s about challenging the status quo with a dogged desire to improve things
• It’s about detail as well as big picture and also simplifying complexity for others
• Taking risks and being comfortable with prolonged exposure to those personal and organisational risks
Above all, it’s about having a vision for the future that you know will be better than today.
The world of management and leadership is changing because the world is changing. The global debt and government deficit crisis means that spending is massively constrained in the public sector and will be for another ten years. Customers and citizens expect better service, customised to their personal preferences all at a cost that represents better value to them ― as buyers or as tax payers. This requirement is driven by an increasingly sophisticated and developed consumer mind-set and market where the customer or client is in full control. In this world, local authorities are having to move from a model of “we’ll tell you what you can have” to a model of “what do you need and how can we help to provide this?”. This is a difficult cultural and behavioural shift for staff, managers and leaders to make if they have only ever experienced the former.
Key challenges in this new world include: doing more with less; doing different things with less; innovation and creativity, and how to fund & exploit it; better data and information and how to use it; exploiting new technology and ways of working; personal resilience to continual change and pressure; communication and influence — with customers, clients, stakeholders and partners and co-production and how to work with communities and individuals to enable service provision. Leaders who don’t understand this and merely propose service cuts are failing.
Local authorities are undergoing the biggest change that they have ever experienced. Funding reductions of 30% plus already and the same again to be announced over the next few years make the job of leadership very difficult. Most managers in local government have never experienced a challenge of this magnitude and it is becoming the discriminating factor between personal success and failure.
In this respect, key challenges for leaders include: finding a common purpose to galvanise effort and spirit in organisations which deliver 350 plus largely unrelated services; managing complexity between the interrelated parts of the organisation and the wider community systems within which the organisation operates; developing communities to co-deliver services to reduce unsustainable levels of demand; innovation, including cross sector innovation and how to leverage this to the benefit of communities and the organisation to improve performance and reduce costs and better management and leadership competence ― both political and officer to inspire staff and communities to make the journey of change that society is calling for.
The major challenge is for leaders to move on from their professional background and to embrace the profession of management & leadership. In a world where whole system thinking will differentiate between those that succeed and those that fail, the following, I believe, will be the new leadership competencies: the ability to think in terms of systems and knowing how to lead systems; the ability to understand the variability of work in planning and problem solving; understanding how we learn, develop, and improve; leading true learning and improvement; understanding people and why they behave as they do; understanding the interaction and interdependence between systems, variability, learning, and human behaviour; knowing how each affects the others; and giving vision, meaning, direction and focus to the organisation.
It will also be important to be aware of the ‘experts’, particularly those selling simple ideas as the panacea to address and meet the problems of today and tomorrow. In addition, new delivery models such as outsourcing, commissioning and staff mutuals have a role to play but they are not the solution or even a major part of the solution to the problems facing the public sector over the next 10 years.
Finally, leadership is lonely. I try to be prepared for the mental and physical effects of this and seek-out sources of support ― from friends, a coach or a mentor. Learn from sport where the best have great support systems in place.
Speak soon.
For daily updates, discussion, personal opinion, comment or just to connect or keep in touch you can follow me on Twitter at http://twitter.com/#!/drcarltonbrand.
Carlton
Friday, 11 October 2013
Friday 11 October 2013
This week has been full on as they say. Scrutiny Management Select Committee on Tuesday in Monkton Park is always a good session where we get into some meaty issues concerning elected members and our communities. This week there were good debates and actions around the new business plan, performance management in the organisation and staff morale. We will be developing further our approach to performance management over the next quarter to sharpen the approach and ensure we deliver our objectives well. The data on staff morale from the last staff survey and the very recent external independent peer review will be compiled and presented to the next meeting in November for further analysis, discussion and conclusion. My own view on the latter, speaking with many staff recently is that it’s very mixed as is the case in any large organisation.
I have decided to restart my “tea and biscuits” sessions with front line staff each week. I plan to meet a group of around 5-6 staff from various areas each week to talk about whatever they wish to speak about. I find these a real learning opportunity personally and the feedback from those attending in the past has been very positive. So if you’d like an invite please email jane.gray@wiltshire.gov.uk.
The recent launch of the new Staff benefits website has seen a fantastic uptake – 10% sign up to Wiltshire Rewards in 4 days - 532 people registered and that was before the Shurnhold and Bourne Hill road shows. Spend on the site in four days was £12,889 with total savings already going to our staff of £815. With Christmas on the way, sign up soon.
And finally, I managed to fluke the September Manager of the Month in the Wiltshire fantasy football competition jointly with Andrew Manning. Not sure how I’ll spend my £2.50 winnings yet.
Speak soon.
For daily updates, discussion, personal opinion, comment or just to connect or keep in touch you can follow me on Twitter at http://twitter.com/#!/drcarltonbrand.
Carlton
I have decided to restart my “tea and biscuits” sessions with front line staff each week. I plan to meet a group of around 5-6 staff from various areas each week to talk about whatever they wish to speak about. I find these a real learning opportunity personally and the feedback from those attending in the past has been very positive. So if you’d like an invite please email jane.gray@wiltshire.gov.uk.
The recent launch of the new Staff benefits website has seen a fantastic uptake – 10% sign up to Wiltshire Rewards in 4 days - 532 people registered and that was before the Shurnhold and Bourne Hill road shows. Spend on the site in four days was £12,889 with total savings already going to our staff of £815. With Christmas on the way, sign up soon.
And finally, I managed to fluke the September Manager of the Month in the Wiltshire fantasy football competition jointly with Andrew Manning. Not sure how I’ll spend my £2.50 winnings yet.
Speak soon.
For daily updates, discussion, personal opinion, comment or just to connect or keep in touch you can follow me on Twitter at http://twitter.com/#!/drcarltonbrand.
Carlton
Friday, 4 October 2013
Friday 4 October 2013
It’s been a good week I think. Last week's Peer Review went very well and we’ll share the outcomes with you when we get the final report in a few weeks. One of the most encouraging findings for me was the peers' comments about staff culture and morale. They tested this right through the organisation and found high levels of engagement, morale and knowledge around our vision, objectives and most importantly how we work together. The new buildings are helping here as are new systems and processes underpinned by some good management practice. No room for complacency and always opportunities to improve.
I managed to fluke third place in the Wiltshire fantasy league football August manager of the month competition, missing out on a £5 prize by just 33 points. Thanks to Kate Knowles for organising the league. I may have had some help with team selection (from Maggie and Carolyn).
I met with the Chief Constable and his Deputy earlier this week with my CD colleagues to talk about our shared transformation programme as well as the important issues of child sexual exploitation and domestic violence. We are focusing on these issues as they are vitally important for us to work in partnership to improve outcomes in the county. We’re making good progress.
Speak again in a week or so.
For daily updates, discussion, personal opinion, comment or just to connect or keep in touch you can follow me on Twitter at http://twitter.com/#!/drcarltonbrand.
Carlton
I managed to fluke third place in the Wiltshire fantasy league football August manager of the month competition, missing out on a £5 prize by just 33 points. Thanks to Kate Knowles for organising the league. I may have had some help with team selection (from Maggie and Carolyn).
I met with the Chief Constable and his Deputy earlier this week with my CD colleagues to talk about our shared transformation programme as well as the important issues of child sexual exploitation and domestic violence. We are focusing on these issues as they are vitally important for us to work in partnership to improve outcomes in the county. We’re making good progress.
Speak again in a week or so.
For daily updates, discussion, personal opinion, comment or just to connect or keep in touch you can follow me on Twitter at http://twitter.com/#!/drcarltonbrand.
Carlton
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