Team and change Flashcards
How do you build capability in teams and/or across the Department
Incomplete leader model to identify leadership gaps
Strategic Gap analysis: current functions/needs v current/future resources, plus whether more or different resources
Empower senior team to Plan: alignment, Recruit, upskill, refocus, challenge/build insitu learning, esp lessons
PD profession: developed and led PDDP, PD Foundation offer and Charter Project Professional status
How do you lead, build and motivate your teams?
Lead: common purpose, direction, roles, delegation without boundaries, minimise ambiguity, clarity of outcomes/timescales
Build a team: culture, resources, capability, well being, growth, solid foundations of tech
Motivate in 3D: forward, across, back to reflect
How do I know? 3xS: Set up to succeed, positive Spirit, collective Strength
What change have you successfully led
How do you lead change
Biggest change you have undertaken
Eg inflight at TW (reorg/redundancy) and HA (partnering contractor change, DRC insourcing, M25 DBFO start up)
How? Compelling reasons or burning platform
Over communicate and over engage - listening, change curve, hearts and minds, it’s emotional as it’s personal
Fairness of processes, strong reasoning and justifications for new functions, structures and decision making
Vision and common purpose for ‘to be’ model, gain consensus
Sustain and focus on work, clear short term goals, new skills
Help and care for those displaced or not getting redundancy
Engage, engage, engage on new form, work and grow capability
When have you had to change direction
When you have changed something personably
Eg HA political imperatives: M4 bus lane - SoS announcement at first Conservative Party conference after 2010 election in Oct, removed by Dec; and DRC free flow charging
Personally: get on board quickly or find killer reasons not: safety case?
Research: new evidence, new arguments, to justify chase for change
Technical solutions, customer comms, reputation mgmt + Upwards
Me personally as Client in HA, then holding HA/HE to account
Change in my mind set and behaviours, sustain relationships
Provide insights and history, don’t constrain thinking on future
Recognise HA/HE change in parallel - independent Board etc
Hold to account: balance champion org but with difficult questions.
If you had an unlimited budget, now,
How would you spend it to develop your team?
Structured leadership programmes: PLP, MPLA, ChPP
Team learning: expertise in own areas - specific/bespoke to upskill all
Group development: in a post-Covid world, taken offline for one week with experts/facilitators and senior Rail colleagues to create a good draft of both the Group’s Design Authority and Directorate’s Integration function in short order
How have you addressed poor performance
How have you addressed poor team performance
Evidence and facts: build case objectively, disciplinary?
Engage with care: personally, empathetic, take time, clear facts
Set out rules (HR or contract), next steps/plan, consequences
Regular engagement: informal -> formal, timescales, finality
Care with temporary pick up and lapses
Eg staff at TW and HA, Including Traffic Officers
Contacts with BB-Motts and M25 DBFO
