Tag Archives: coaching

Trivallis: Changing culture within the frontline

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In the third of a series of posts on the Chartered Institute of Housing’s Frontline Futures Programme, Dyfrig Williams spoke with Jonathan Tumelty of Trivallis to find out how they are empowering their staff to lead service changes.

At our recent event on improving digital leadership and ownership, Chris Bolton shared a slide that showed the vast number of business fads that had been implemented within organisations in recent years. It’s probably not surprising that some staff aren’t jumping for joy at the prospect of digital transformation being the latest change process that’s being implemented at their organisation. So how can organisations go about changing the way that they do business?

Richard Pascale's chart of (many) business fads, with Digital Transformation manually added

At Tai 2017, I spoke with Jonathan Tumelty about how Trivallis have enabled frontline teams to lead their service change.

What did Trivallis do?

Trivallis found that their teams were working in silos as they were grouped by job roles. Each area of responsibility would be informed by others, but this structure almost encouraged clashes and ended up with fraught relationships between different areas of the business. They decided to align their systems geographically based on the patches that they work in, but this was easier said than done as attempts in the past hadn’t worked.

Although Trivallis knew what their end goal looked like, they decided to hand control over how a geographical structure might work to staff by holding a series of meetings to shape the change. It started off as quite a light touch process through involving managers, then they had individual conversations with key influencers who were working on the frontline. Staff were given ownership and control of the process, and there was clear communication throughout.

What did this look like in practice?

Initially, staff got people together to map their frustrations, which was in turn affecting customer satisfaction. Employees undertook an exercise where they grouped post-it notes together, which fortunately echoed the initial thought process. They developed principles for these new ways of working with staff, with the managers only offering very broad parameters. Pilot teams were set up to test the plans that had been put together by staff, and they then worked to unblock barriers that they faced. In the first few meetings the staff were waiting for directions from Managers, but eventually they began to take control of the exercise themselves. Jonathan described the process like this video from a music festival, where one person starts the discussion, and gradually more and more people get involved. People who weren’t initially keen to take part ended up really wanting to be part of it.

From the staff feedback, Trivallis created virtual teams. Now all frontline services have been split up by areas, and the next phase is to build links between each team. The services are no longer siloed services, but a multi-skilled team working around an area. Jonathan said that this localised approach had been achieved without changing policies or any change in spending – it was all about empowerment and identifying power.

The power bases, including reward; coercive; expert; information; referent; legitimate

To go back to our recent Digital Seminar where we looked at digital leadership and ownership, Kelly Doonan ran a fascinating workshop for us on influencing change. Kelly shared French and Raven’s power bases in her workshop to help people understand where their power lies. It’s fascinating here to see how managers shared their legitimate power, whilst also harnessing frontline staff’s expert power from their delivery experience. It was great to hear from Jonathan about how Trivallis have made the work a success. If you’ve improved your organisation’s work by sharing power, we’d love to hear from you about how the changes that you’ve made have resulted in better public services.

How coaching can support better frontline decision making

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How can coaching help frontline staff to make better decisions? Dyfrig Williams met with Owain Israel from Charter Housing to learn about how they’re helping staff to take ownership of complaints.

Charter Housing's logo: Their name written inside the outline of a house, with "housing people" written underneathHaving blogged about the Frontline Futures programme and the learning that can be drawn from it for frequent users of public services, I was invited to the Chartered Institute of Housing’s TAI event to find out more about how the coaching approaches have resulted in improved public services. I met Owain Israel from Charter Housing to find out how he’s putting the learning from the course into practice.

Dealing with voids

Before talking to Owain, I had very little idea about the role of surveyors in housing associations, but it was fascinating to learn more about how they improve the quality of housing. Owain’s work has a particular focus on voids, where the surveyor carries out an end of tenancy inspection to check out the property before it becomes void. This gives tenants an opportunity to sort out any issues before they get charged by the housing association.

As part of the old process, the surveyor would ideally go back into a property for a post-inspection after work has been carried out. However, they’re not always told when people will leave. At the Good Practice Exchange, we hear a lot about the process that people work to, without thinking about what the outcome is for people. Owain and his team have questioned every aspect of the process, including whether an inspection can be carried out instead of a void survey. Some contractors have only done work that has been identified in the survey, which means that other work that may be required hasn’t been done. This process has created accountability issues, with tenants occasionally being unhappy with results.

So how are Charter Housing getting to grips with this? One of the things that I really liked from Charter Housing’s work is that they’re looking to make lots of small changes, and also that they’re looking to undertake those changes incrementally. They’ve changed the survey sheet that they use and they’re looking at whether it’s always necessary to undertake a survey where the tenancy is in a reasonable condition. This means that contractors have more freedom to undertake appropriate work.

Taking ownership of complaints

The next step in the streamlining of this process is for surveyors to take more ownership of the complaints they receive. Currently, the Support Services Manager picks up complaints and spends one day a week dealing with them, which isn’t an effective use of their time. Part of the answer is technological, and Charter are giving surveyors the right information systems to get better access to data. They’re now running training sessions on the use of the system in order to upskill everyone.

The second part of this process is the human aspect, which is where the Frontline Futures course has really added value. Owain has been coaching staff so that they feel like they can deal with problems themselves without passing the issues up the hierarchy. These confidence issues fit with Jonathan Haidt’s theory on the elephant, the rider and the path, which Melys shared in the previous post. In this theory, it’s the emotional system that provides the power for the service improvement, not the rational system.

Owain’s been undertaking this coaching through meeting with individuals, where he identifies what support they need and what the blockages are. Owain hasn’t described these sessions as coaching sessions, to staff they are one-to-one meetings. These meetings have helped him to identify why staff are reluctant to make decisions themselves. He’s also used these coaching techniques within team meetings, where staff come to a meeting with a problem. They then reflect on how they’ve dealt with it in the past and looked at how they can resolve it. Surveyors are now speaking more openly about the issues they’re facing, they’re more aware of the appropriateness of their responses and they’re now taking ownership of similar queries and dealing with them themselves.

The Good Practice Exchange has undertaken lots of work in the past on empowering staff, including looking at staff trust, an essential ingredient to empowering staff. We’ve also been looking at how organisations take well managed risks in order to innovate, where we’ve found that safe to fail approaches are often likely to enable staff to deliver better services. I’ve got a book on moving away from command and control on my reading list, and talking to Owain has certainly made me even more interested in how coaching can help staff to move away from a strict focus on process to looking at how outcome focused approaches can result in better public services.