CVF Take Ownership Flashcards
Why is an ability to take ownership important?
Not all decisions need senior leader approval and as a chief inspector I need to be able to respond to challenges, make decisions and rationalise them. Challenges may not always be in our comfort zone, so I need to feel confident and able to take responsibility..
Also about learning from my mistakes.
How do you create a culture of ownership within your area of work and how do you support others to display personal responsibility?
As a chief inspector, it is really important that I create a sense of ownership in my command. Research suggests that employees that feel a sense of ownership are more likely to remain an put in more effort. There is no point in micro managing because lose confidence and it is impossible to micromanage 24 hours a day. I therefore need to create a culture where people can develop and have the confidence to make decisions whilst also being accountable and taking ownership for the areas in which they are responsible.
- experience of doing this in FCID
- Poor performing team - i took a sense of pride and ownership proactively
- reviewed where we were currently
- compared against other teams across the force - identified key areas that we needed to improve
- i then involved my DS’s to understand - what do we do now that works?
What do we do now that doesn’t work?
What could we do that we don’t do currently? - split it up into serious violence, sexual violence, exploitation and wellbeing and allocated my 4 DS’s each an area of responsibility
- we then reviewed each of those areas a whole team - gave everyone a voice
- identified blockers - key ones being a lot of inexperience and not enough supervisor reviews, another one was around how long it took to get VRIs
- also another one around initial response
- and together as a team we shaped the Oxford 2019/20 plan with key areas to focus with outcomes to achieve
- created a sense of pride - everyone wanted to be the top team
- had it plastered everywhere - updated every week with progress
- made it clear, particularly to the NT DCs who are on their own that they have my complete support and i will be accountable for everything they do but they are acting on behalf of the whole team and that I expected them to grip up incidents and deliver
- set up a 3 month review period - made it clear where we were heading
- set up a tracker that the whole team could access where cases were inputted
- after three months….
- debrief
Give an example of where you have taken responsibility for making improvements to policies, processes and procedures and actively encouraged others to contribute?
FCID performance
Shoplifting
As a chief inspector, it is really important that I create a sense of ownership in my command. Research suggests that employees that feel a sense of ownership are more likely to remain an put in more effort. There is no point in micro managing because lose confidence and it is impossible to micromanage 24 hours a day. I therefore need to create a culture where people can develop and have the confidence to make decisions whilst also being accountable and taking ownership for the areas in which they are responsible.
- experience of doing this in FCID
- Poor performing team - i took a sense of pride and ownership proactively
- reviewed where we were currently
- compared against other teams across the force - identified key areas that we needed to improve
- i then involved my DS’s to understand - what do we do now that works?
What do we do now that doesn’t work?
What could we do that we don’t do currently? - split it up into serious violence, sexual violence, exploitation and wellbeing and allocated my 4 DS’s each an area of responsibility
- we then reviewed each of those areas a whole team - gave everyone a voice
- identified blockers - key ones being a lot of inexperience and not enough supervisor reviews, another one was around how long it took to get VRIs
- also another one around initial response
- and together as a team we shaped the Oxford 2019/20 plan with key areas to focus with outcomes to achieve
- created a sense of pride - everyone wanted to be the top team
- had it plastered everywhere - updated every week with progress
- made it clear, particularly to the NT DCs who are on their own that they have my complete support and i will be accountable for everything they do but they are acting on behalf of the whole team and that I expected them to grip up incidents and deliver
- set up a 3 month review period - made it clear where we were heading
- set up a tracker that the whole team could access where cases were inputted
- after three months….
- debrief
Give an example of where you have taken responsibility for seeing events through to a satisfactory conclusion and corrected problems promptly and openly?
FCID performance or shoplifting
As a chief inspector, it is really important that I create a sense of ownership in my command. Research suggests that employees that feel a sense of ownership are more likely to remain an put in more effort. There is no point in micro managing because lose confidence and it is impossible to micromanage 24 hours a day. I therefore need to create a culture where people can develop and have the confidence to make decisions whilst also being accountable and taking ownership for the areas in which they are responsible.
- experience of doing this in FCID
- Poor performing team - i took a sense of pride and ownership proactively
- reviewed where we were currently
- compared against other teams across the force - identified key areas that we needed to improve
- i then involved my DS’s to understand - what do we do now that works?
What do we do now that doesn’t work?
What could we do that we don’t do currently? - split it up into serious violence, sexual violence, exploitation and wellbeing and allocated my 4 DS’s each an area of responsibility
- we then reviewed each of those areas a whole team - gave everyone a voice
- identified blockers - key ones being a lot of inexperience and not enough supervisor reviews, another one was around how long it took to get VRIs
- also another one around initial response
- and together as a team we shaped the Oxford 2019/20 plan with key areas to focus with outcomes to achieve
- created a sense of pride - everyone wanted to be the top team
- had it plastered everywhere - updated every week with progress
- made it clear, particularly to the NT DCs who are on their own that they have my complete support and i will be accountable for everything they do but they are acting on behalf of the whole team and that I expected them to grip up incidents and deliver
- set up a 3 month review period - made it clear where we were heading
- set up a tracker that the whole team could access where cases were inputted
- after three months….
- debrief
How do you actively encourage and support learning within your teams and colleagues?
need to recognise that everyone learns differently. It cant be a one size fits all.
Need to create an environment where people want to improve themselves rather than me or an SMT forcing through change.
- identify key areas to improve and where we need to focus on learning
- need to understand where we are now and where we want to be - baseline document
- identify training needs - Kev
- identify who the blockers are and focus efforts on them because they will influence others with negativity
- provide meaningful feedback and ensure that my inspectors and sergeants do the same
- create a culture of healthy competition whilst celebrating success - awards - just a thank you or public praise
- lead by example - important for me to be humble and learn from experiences - recognise where my weaknesses are - involve others in decision making
- debriefing - what could we do better? What went well? Give everyone a voice. Review our objectives. I did the typical trainer thing of getting everyone to say one thing that went well and one thing that could be improved - ramadan.
- encourage 121;s
- give people areas of responsibility
How will you deal with under-performance across your teams?
As a chief inspector it is important to drive performance and make the force delivery plan a reality on behalf of CCMT and the LPA commander.
What are the figures? Good analogy in a book – you don’t go to war without a map. Understand causes first don’t just dive in Morale Talk to peers and other departments Speak to team and supervisors Anon survey Ideas board Set clear expectations Posters PDRs Link to it repeatedly Make best use of resources Reduce beuaraccy Morale – look after your team and they will look after you Are there training issues? Are there welfare issues? Are there discipline issues? What are other areas doing? What are other forces doing? Dip sampling Compare with other LPAs Hold supervisors to account – DMMs Oxford – performance meetings Briefings – reinforce De-briefings to learn Proactive and intrusive supervision Patrol and get an idea of what is actually happening Set a plan with achievable bitesize outcomes And an overall outcome
How do you ensure that your teams remain positive about implementing change even when it is unpopular change?
As a chief inspector I am expected to deliver, sell change as a positive. Not all change will be popular (E&E). Implementing change poorly has a significant impact on the organisation’s reputation and therefore retention as well as the LPA and the management team themselves.
Key points:
- Get everyone to understand the why
- Get everyone to see long term
- Briefings
- get the change team to brief the LPA direct
- change SPOCS
- highlight benefits
- listen to the concerns of everybody - not just those that speak the loudest - put myself in their shoes - consider their perspective. Feed back concerns to change team.
Monitor
