Michael Marmot was compelling that we need a radical change in the way we think about health and society. This means not only ensuring that older people are supported well at home, but that the health and happiness of staff is critical too.
It is time to re-think the role and purpose of the activities co-ordinator in care homes. Are they the Butlins Redcoats of care, or is their role about co-production and meaningful days?
There are some conversations that change everything. The 3 minute conversation I had with David Behan when he was the Department of Health’s director general of social care, was one of those.
Jennie launched her community enterprise on Sunday, with help from her family, her team and her Community Circle. Jennie has a personal budget, a mortgage, and her own team. She does not use words to speak and has autism. How can we make there story one of many?
How we are developing a proactive mobile team, with colleagues from health, social care and the third sector, to enable older people to live well at home. The team will link to a new kind of home care service, built around the Buurtzorg model, and hopes to increase the update of personal budgets and Individual Service Funds.
At a time when we see more shocking reports about how poor some home care services are, and the impact of the cuts, it can be hard to keep believing that we can do more, and do better. Better communication with families may just seem like the icing on the cake. Yet the longest research into happiness published recently confirmed what we knew; that relationships are central to happiness. Here are some ideas of how we can do this, and how organisations are taking this forward.
Over the last month I have posted about why we were considering Teal, how we decided to ‘go Teal’ and our first meeting Tactical Meeting. The true test of any purported change is whether it makes any difference to people’s behaviour. This is what I have noticed over the last 3 weeks since we decided to become Teal.
I have been trying to step back to make space for others to step up. I have not always managed this, and have apologised when I have got things wrong and gone back to the ways we used to work. I introduced a blue (tealish) swirl to my posts on Slack (our team communication app) to make it clear when I was consciously trying to act differently.
Ben emailed me about something he had committed to, a webinar on Groupsite. He was struggling to complete to the deadline because of a commitment to a customer. He contacted me to tell me and asked if it was OK to postpone the webinar. I said, “Yes, of course.” And then I stopped myself.
![FullSizeRender[13]](http://helensanderson.net/wp-content/uploads/2016/05/FullSizeRender13.jpg)
Ben was behaving as if he was accountable to me, and not the team – and I had colluded with that. I quickly responded back that it was not my decision, and suggested he asked the team instead.
Michelle emailed me to ask if she could use some of Adam’s time to share some stories she has been working on with colleagues in Dumfries and Galloway. I simply emailed back with “Why are you asking me?”. In hindsight that might have sounded a bit sharp, and we went on to have a conversation reinforcing how everyone is able to use the team resources (like Adam) without asking my permission.
The majority of our team communication takes place on Slack, and this is what I have noticed:
Being accountable to each other
Jo led on this with by posting how she was behind with a team commitment and wanted to let people know about this. She struck the perfect balance of being accountable, and not asking for sympathy as she shared the family reasons why it had been difficult to complete on time. Two other team members made similar posts about commitments that they had not been able to fulfil. In the past, either I would have spotted that these tasks had not been completed and individually contacted people, or people would have contacted me to let me know but not the team. This is a significant change.
I have also seen signs of people ramping up their personal accountability, reading and re-reading Reinventing Organisations. You know someone is serious about this when they read ‘Getting Things Done’ and buy a labeller!
The team is consciously changing their behaviour
Gill posted a question to the group that previously she would have just asked me.
![FullSizeRender[12]](http://helensanderson.net/wp-content/uploads/2016/05/FullSizeRender12.jpg)
We’re developing a new approach to starting projects
Before Teal, all ideas for projects would have gone through me or been checked by me. Gill started one around train the trainers for person-centred thinking and invited people to join her.
![FullSizeRender[11]](http://helensanderson.net/wp-content/uploads/2016/05/FullSizeRender11.jpg)
We’re debating our new way of working
Rob made thoughtful and challenging posts about Teal. It is so important that although we have made a decision, people express concerns and questions, and so this is a real positive.
Rob described himself as ‘jogging alongside the Teal train rather than leaping on board’ and shared a post about Zappos – a company that has adopted Holacracy – and shared some of the critical feedback about their experience. I couldn’t quite manage not being the first person to respond to this! That said, Emily also gave a clear response on how she saw decision-making around finances happening.
![FullSizeRender[10]](http://helensanderson.net/wp-content/uploads/2016/05/FullSizeRender10.jpg)
Going further
We use Trello as a way to share progress on projects and we have a board with the BHAGs (Big Hairy Audacious Goals from the work of Jim Collins) of each of our leadership areas.
Gill asked about updating this and I said it was something we had done when we were still doing BHAGs, and questioned whether we still needed to keep it updated.
Going further would mean people changing things that I had done or set up – for example, Gill saying no we no longer need that Board, or asking the team about it, and then deleting it. I don’t think we are very far off that.
Michelle will be doing the Holacracy practitioner course over the summer (as promised in my other blog) and four of us who are interested in Holacracy are starting coaching sessions with Susan Basterfield to help us embed our Teal practices further and confidently and competently introduce elements of Holacracy.
We’re learning a lot.
We’re learning that moving to Teal means a real change for all team members in how we work together, lead projects and make decisions.
I’m learning that it’s important to be conscious of old behaviours, so I don’t slip into them without noticing.
Most of all, I’m learning that the team as a whole is embracing this change, and it’s having a positive effect on our accountability, commitment and decision-making process.
As I’ve read in another blog post, ‘The Future of Management is Teal’… and I’m excited to see where it takes us next.
I am starting with a confession: I am not always a model student!
I attended an excellent course on Holacracy to experience the two types of meetings that are critical to being ‘powered by Holacracy’. These meetings are called the Tactical Meeting and the Governance meeting. The objective of the session was to introduce the meetings, not to feel that you could rush out and implement them. In fact if you want to be a Holacracy practitioner to use the process within your organisation, there’s a four and a half day course to go on.
I should know better than to rush on ahead. After all, I wouldn’t be too happy if someone watched an hour-long webinar on person-centred reviews and then decided that they were ready to facilitate the process without additional help! But I wanted to team to experience the Tactical Meeting, thought I could give it a go, and was confident that they would forgive me if I got it wrong. I’m not sure if the Holacracy folk will though!
We were already well into our 2 day team meeting – about 3pm in the afternoon. We had voted on, and made the decision to commit to Teal. After lunch Jo led a session on person-centred outcomes. We were changing our process and poster based on what we had been learning over the last two years of supporting people to develop their own. After a short break, fuelled with wasabi peas (me) and chocolate and fruit (Emily had taken the ‘hospitality role’ for this team meeting and had provided wonderful treats) we were ready to experience the Tactical Meeting process.
The Tactical Meeting process is a way to ‘triage’ workplace tensions and quickly decide what the next step will be to move forward. A tension represents something in the gap between where we are now, and where we want to be. It could be a challenge, or equally something that we see we could do better. You can read the full process here.
I asked the team for suggestions of tensions, just in a couple of words. We quickly generated a list of eight tensions.
Here were some of them:
We looked at the list to see if we needed to look at any in a particular order, but none were dependent on each other, so we simply worked through the list.
In our current meeting format, the person who owns the issue (or tension in this case) would explain what it was and introduce the question that they wanted the team to help with. In the Tactical Meeting process, I simply asked the person who brought the tension, “What do you need?”. No background and explanation required – simply what do you need to address this tension.
Sometimes it was ideas. One team member wanted to know how other people were managing the size of our files on Dropbox. He learned who was only using it on the cloud, and I took an action away to reduce the number of duplicated Powerpoints in my ‘Keynotes’ folder.
For others, it was more about getting some support. Another team member needed help to write up detailed trainer notes, and the solution was simple, for two other team members to spend 40 minutes thinking this through with her at the team meeting. We simply scheduled that for the next day.
Another team member wanted ideas about what to do when they deliver a 2-day course that relies on people completing e-learning before they arrive, and four people have not completed it. We came up with a range of ideas, and actions that followed.
Largely, yes. Above all, it was amazingly efficient. Ten agenda items were completed in 70 minutes.
We also asked everyone what they thought. Their reflections ranged from disciplined to brutal, from efficient to feeling on-the-spot when being asked what you need.
Someone made the important point that if I continued to facilitate these meetings, then I was effectively reinforcing again ‘business as usual’ rather than the change we are making towards self-management. The decision was for another member of the team to… attend the four and a half day course on Holacracy. So whilst I might not always be the perfect student, as a team we’ll get there in the end! Perhaps I don’t need to confess after all.
Brené Brown describes waking up with a ‘vulnerability hangover’ the morning after giving her powerful TED Talk on shame and vulnerability. I too experienced some sort of emotional hangover the day after we decided to move towards being a Teal organisation. It was a strange mixture of ‘have I gone too far?’ and ‘can I really do this?’.
My last post described my shock and excitement on reading Reinventing Organizations and realising that moving towards Teal felt right to me. But what about my colleagues in Helen Sanderson Associates? How would they feel about such a change? And how should we talk about it and decide what to do?
Over the last month we have been building up to making a decision about moving towards Teal. Here’s what we did and how it felt.
When I sensed the potential impact of Reinventing Organizations, I posted on our internal team communications, Slack, that I was reading a book that was challenging and scary too, and asked if anyone wanted to read along with me.
I posted copies of the book to the five people who wanted to join me.
On a Friday, I send an email to everyone in H S A internationally, called the Friday Forecast. It’s a roundup of what I have been doing and musings on what could impact us in the future. I mentioned the book there, and that two partners and customers that week had also talked about Teal.
I set up a new discussion channel in Slack called ‘Towards Teal’ to pick up the conversation about all things Teal. On the Teal channel I posted some short videos about Buurtzorg, the RSA Fredrick Laloux video, and a short film that explained the different organisational structures. People who had been reading the book started to post their responses to it and other people shared resources that they had found about Teal too.
People’s tone was positive and intrigued, with a healthy dose of skepticism in a couple of corners too.
LaLoux describes three ways that existing organisations make the transition to Teal.
1) The CEO makes that decision.
2) A bottom-up approach emerges from a large group event such as Appreciative Inquiry or Open Space.
3) The CEO and senior leaders decide to adopt the ready-made structure of Holacracy.
Two weeks ago I attended an introduction to Holacracy. This was an immersion into the two types of meeting that underpin this approach. I loved the structure of the meeting, but it is a technology without warmth or vision. I could see how the two meeting structures can be powerful and wanted to use them, but did not feel that the wholescale move to Holacracy was right for us.
Laloux’s first option did not feel right either. The CEO deciding that everyone will be self-managing sounds like a strange type of oxymoron.
I wanted to explore Teal with the team, and for us to make a decision together. This is not the bottom up approach in option 2, nor the dictated change of option 1 – I guess it is somewhere in the middle. Of course there was a risk that the decision wouldn’t be the one that I wanted, but none of the other three ways felt right.
At HSA we meet for two days every two months. My role is to develop the agenda so that people know how to prepare and what to expect. It is not a traditional team meeting at all. We have a short mindfulness session each day and we work on challenges and develop new ideas or materials. We stay overnight, eat, drink and have fun. The evening session (we have a ‘Minister of Fun’ and a hospitality role in the team) is as much a part of the agenda as the development sessions during the day.
For our April 2016 meeting I asked people to come having read the book or watched the three films I had posted, I said that I was proposing that we moved to become a Teal organisation.
We spent the first morning of the first day talking Teal and eventually voted on my proposal.
We started by looking at the values and culture of Teal – well of course we would, because according to Laloux we operate as a green family organisation, where culture is critical. If we could not all get behind the values and principles of Teal, then that would be the end of exploring it for HSA.
We read the statements from the book, and had a discussion about soul and spirituality. One team member pushed back at the notion of spirit and soul, and another commented on a feel of ‘cultishness’ around the language used in the values.
Our work does have soul. One of John O’Brien’s books is called Remembering the Soul of our Work and that concept resonates with us, even if some of the language jars.
Then we looked at what Teal would mean for us in practice. I had prepared a paper from Reinventing Organisations, using the helpful tables where Laloux pulls together the characteristics of typical Amber organisations, and contrasts this with Teal. I took these concepts and added a column to describe what I thought we were already doing and what would be a significant change for us.
There are three key insights or breakthroughs in Teal: wholeness, evolving purpose and self-management.
At HSA we are already fully committed to bringing the whole person to work. We see one-page profiles as one way to do this.
Evolving purpose did not feel like too much of a stretch either – it is the self-management that would involve change to the way we work.
Over our 15 years together (the three of us who started H S A are still here) we have experimented with different ways to organise ourselves – from a flat structure with no management roles at all to having an operational manager. We all work from home and stay in a variety of ways but usually will only see each other at team meetings.
No organisational approach had felt like a good fit for who we are and how we want to work together, and one of the reasons I feel so drawn to Teal is that the self-management feels like it fits me personally and how we want to operate as a team. I never wanted to be a manager, and that is not my role, but I am the default in accountability and can be relied upon for ‘nice nagging’ and checking up that things we agreed have been done.
Here are some of examples of how we usually operate, and what moving to Teal means:
Last year we introduced ‘support buddies’ for everyone at HSA. Buddies connect at least once a month for support and to challenge each other. This was a step towards greater shared accountability, but essentially, I am still accountable as CEO. To go Teal means me ceding my CEO power. This is both attractive and scary. I know that I am naturally controlling and like the power I have, but I want Teal more.
Laloux describes a new paradigm of organisation, that he calls teal. Teal organisations embody self-organisation, enable people to bring their whole selves to work, and allow the organisations purpose to evolve.
Laloux would describe our team as a ‘green’. This means that we see ourselves as a family, focus on the culture of our team, our values and how we work together. I don’t see myself as a typical CEO, but many team members, even through they are self-employed, still refer to me as their boss. Next week we have a two day team meeting and will explore what moving to teal could mean for us.