Case Study #3

How a team blossomed with a new director, a new structure, new targets and new people

Our client is a large healthcare organisation with over 4000 staff operating out of 100 sites. Following a significant restructuring, a new Director of Quality was appointed and tasked with integrating the Quality Improvement and Assurance teams into one Quality Management Team and achieving the right structure to deliver the quality targets.

Challenges
  • No shared vision for the united team

  • Lack of clarity over roles, responsibilities and overlap

  • Unwillingness to embrace a new way of operating, preferring to stick with what was known

  • A varied reputation within different clinical areas

  • A lack of clear agreed processes and metrics

  • Inconsistent communication and messaging within the team

Business Impact

  • A difficulty in demonstrating a clear ROI and, therefore, a lack of credibility in some areas

  • Increased levels of frustration in the team

  • Silo working and no sharing of information

  • Difficulty in establishing productive relationships with the clinical teams

  • Unreliable reporting of the organisation’s quality metrics

Stratagem’s approach to team coaching gave a voice to the whole team which created a real buzz. It put a real mark in the sand and helped us create development plans to move forward.

NHS Director - Quality Improvement
Stratagem’s Intervention

Our approach involved four aspects:

  • An analysis of the views of every team member using our Team Development Questionnaire, enabling us to prioritise the key areas for integrating the teams and achieving a ‘one team’ mindset

  • A whole team session using the Insights Discovery tool to break down barriers, achieve a better understanding of each other’s strengths and work preferences and to review the results from the Stratagem Team Development Questionnaire

  • The creation of a development plan using the results of the questionnaire to focus on the key issues as agreed by the team

  • A whole team session to discuss and agree a) a clear ambition for the team b) the success criteria c) a road map for the next two years detailing the key areas of activity and the specific tasks and milestones within each area d) owners for projects and tasks

Impact

  • Greater clarity about, and commitment to, the team’s ambition and goals

  • Easier communication throughout the team and eradication of silo working

  • Improved motivation and engagement of team members

  • Increased ownership and accountability throughout the team

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