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The Lily Way

The Lily Way

 

The Lily Way: What is it?

The Lily Way is the hospital’s principal organisational development programme and will fundamentally change the way in which the organisation is run by:

  • Developing a fully engaged workforce, where individuals and teams have greater influence and autonomy in driving the business towards best in class performance.
  • Charging managers with achieving the organisation’s objectives through an inspired and motivated workforce. Management success will, therefore, be measured in future not only by results, but how those results were obtained.
  • Introducing a policy deployment approach where management ensures that division’s priorities match the overall imperatives and performance measures of the organisation.
The ‘Lily Way’ is not a complex theoretical model, but is a way of managing that is rooted in working hard with all managers on those attributes exhibited by the best. In essence it involves ensuring that all managers embrace the following:
Communication
This will involve a much more structured programme, based on:
  • Meet the boss sessions at Executive Team and Divisional team level using a prescribed format.
  • Management by walking about being planned for maximum impact and with clear issues to discuss, not unfocused/unscheduled visits.
  • Complete revamp of existing communication systems, tested by regular feedback from the audience. This will involve more effective information sourcing, motivation, inspiration and upward flow of views and opinions.
  • A change in focus from numbers to discussion of issues.
  • Positive and constructive communication.
  • Focusing management attention on the more positive 80% of staff, rather than the negative 20%.
Management style
Changing the way in which managers manage, so that managers listen, share and consult more and display a positive demeanour. In particular we will:
  • Develop expected standards of behaviour for management towards the workforce.
  • Introduce a regular management style questionnaire completed by subordinates and peers.
  • Use this to encourage local standards of behaviour for the ‘Lily person’.
  • Ensure managers debate on how to create a positive agenda.
  • Use the grapevine to gauge effectiveness.
  • Develop a greater intolerance to poor performance, better utilising the appraisal and disciplinary processes to assess everyone in the business.
Recognition
Good work should not go unrecognised, and all staff responds to acknowledgement of their efforts. Our managers will become more effective at this through:
  • The introduction of simple, non-financial, recognition routines
  • Monitoring of frequency and effectiveness of recognition.
  • Introduction of non-financial recognition for teams.
  • Policy of recognition through a small recognition committee.
Meeting Time

Managers will be expected to carry out a ruthless cull on the average time they spend in meetings. All meetings will be reviewed by the Chairs of those meetings to ensure that meetings are necessary, have clear outcomes and are only as long as they need to be. Continuous Improvement.

We will use action teams and focus groups to deliver continuous improvement. This will be based on:

  • Top down direction.
  • Bottom up engagement.
  • An effective process to link the two.
Our core business objectives will be broken down into departmental and team targets. These will be stretch targets, where we will encourage people to enjoy the challenge.

Customer satisfaction

Introducing regular sessions where staff is continuously educated by other staff (in turns) on services within the hospital.

  • Making known our services at every opportunity.
  • Develop an attitude to ensure that the expectations of our customers are exceeded.

The Lily Person will be …
  • Considerate
  • Team Oriented
  • Reliable
  • Honest
  • Open to Change
  • Customer Focused
...And Have Initiative

The Lily Manager

Will demonstrate excellence in being …

  • Visible and Approachable
  • Fair
  • Accountable
  • Professionally competent
  • Decisive
  • Pro-active
  • Facilitative
  • Motivational
and similarly demonstrate excellence in:
  • People Skills
  • Creating Team Spirit
  • Listening and Communication Skills
Having the integrity/courage to manage poor performance and the diligence to recognise and acknowledge good performance.
In addition the Executive Team or equivalent will be:
  • Visionary
  • Inspirational
  • Strategic