Feedback from a sample of
our Enterprise Leaders...
Strategic Direction and Prioritisation
25%
50%
12.5%
Themes:
•
Focus seems to be solely on Rehab. Performance yet there is not an organisation wide approach to addressing it. Commitment to the other
priorities feels academic
•
No cohesive view of priorities and resources beyond the headline priorities. Need to continue clear communication and back up with clear and
consistent action and behaviour that is shared by all members of the Executive consistently
•
Communication of the high-level strategic priorities has been much clearer this financial year – but still does not appear to be a clear understanding
of what is most important for success and that informing clear prioritisation
•
ACC hasn't reduced priorities to reflect both our reduction in FTE and the strategic priorities.
58
Leadership and Decision Making
Themes:
•
High turnover has disrupted continuity and impacted progress. Team is still forming and developing a shared and aligned understanding of the
organisation.
•
Very committed team but communications and clear cascading of consistent messages and clear actions is not working effectively
•
Improving decision making but an inconsistent leadership experience and a concerning lack of diversity – meaning it must be sought externally
•
A prevailing culture that ‘everything is broken’ which creates a negative culture and is driving engagement down – accepting and owning new and
inherited leadership challenges and opportunities is all part of the job. How we collectively show up as Senior Leaders to reset the culture for the
organisation is crucial at this point in time.
59
Collaboration and Team Dynamics
Themes:
•
Effective teamwork is an essential work on for the Exec team. Individual differences are well known and it creates noise across the organisation
•
People hear Exec members speaking poorly of their colleagues and look after their own area rather than focus on the whole
•
Individually the Exec members are approachable and good to work with. This does not translate to them fostering a collaborative culture. The Exec
do not role model a collaborative, diverse and connected way of working
•
While the team might work well together, that is not clearly visible to the organisation
60
