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Trust and Shared Vision Theory and Practice

Trust and Shared Vision Theory and Practice. Julie Rogers Head of Environmental and Customer Services. Who are you in Partnership With?. Who are you in Partnership with?. Are you in partnership with an organisation or an individual?

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Trust and Shared Vision Theory and Practice

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  1. Trust and Shared VisionTheory and Practice Julie RogersHead of Environmental and Customer Services

  2. Who are you in Partnership With?

  3. Who are you in Partnership with? • Are you in partnership with an organisationor an individual? • Individual vitally important in forming relationships and building trust • Essential that individuals take the organisationson a journey

  4. Relationships and Trust Inter Organisation 25% Relationship 75% Work

  5. Relationships and TrustIn Partnership 25% Work 75% Relationship

  6. Building a Shared Vision “Before embarking on the shared service journey, the elected members of each of the participating councils needs to have a frank and open conversation, both within and between each of the partners. They need to establish two critical facts: Do they trust each other and do they have a shared service vision for the future”Solace (2011) Cllr Gary Porter, Leader of South Holland District Council and Shared Service Champion of the Local Government Association

  7. Building a Shared Vision No Trust and Vision = No Shared Service

  8. Importance of a Shared Vision Document Essential all parties have: A desire to transform A willingness to re-engineer or radically change current delivery to benefit Customers and Stakeholders

  9. Importance of aShared Vision Document The shared vision document should be designed to: • Clarify direction of change • Motivate action • Articulate partnership commitment • Articulate how individuals can make a difference

  10. Building a Shared Vision (Kotter, J.P) successful transformation can be observed where the guiding coalition had developed a vision that has been clearly communicated in a way that gains buy-in from customers, stock holders and employees. A strategy for achieving that vision is also developed.

  11. Importance of a Shared Vision Document • Visualisation of what the new service will look like from: • The customer perspective • The perspective of the people who will be working in the service • From our leaders perspective

  12. Key Learning Points: • Establish a sense of urgency (Kotter 1995) • Pursue outcome led, customer focussed initiatives • Plan and create more short term wins • Create a sense of trust – essential to encourage risk without fear of negative consequences (Yang K & Kasserkert A (2009)

  13. Importance of a Shared Vision Document “A good vision statement, describes a compelling future that engages the heart as well as the head” OGC (2007)

  14. Any questions? Julie RogersHead of Environmental and Customer Services Telephone: 01233 330856 Email: julie.rogers@ashford.gov.uk

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