VMCH DIRECT CARE

Change fatigue is a difficult thing for a sector to handle

This was the state we found the Direct Care Teams in recently. They had undergone a comprehensive ICT process review and restructure, they were also experiencing growth in new areas and dealing with continuing sector reform. There was a lot happening.

Management wanted the best way to communicate the structural changes and needed processes to get their teams inspired and excited about the implementation of the new.

To do this, we used our LURE program, which builds skills in leadership and customer service. Teams went through engaging activities and processes that gave them a deeper understanding of themselves and their customers. They also explored the attitudes that would help them serve others the way they would want to be served and assessed their listening ability, developing actions on how to improve this core skill.

A working agreement between management and teams was developed and the group also designed a results based accountability monitor. This put both management and their teams in a position where they had agreed work and communication expectations, and had made a commitment to continuous improvement. They understood their situation better, they understood each other better and they understood how to handle the change ahead better.

They approached the roll out with renewed energy.