A successful transformation programme relies on effective stakeholder management. Public body chairs can play an important role, with careful consideration to the ways in which they engage staff and external stakeholders along the journey.   

For our final Chairs’ Challenge session of the year, Ian Dilks OBE, Chair of the Care Quality Commission, led a private session with PCF members on the public chair and transformation. With significant public and private sector expertise, having chaired two public bodies in the health and social care sector, Ian discussed his experience of leading an organisation through a period of significant change.

Members identified two potential major impediments to a successful transformation: failure to inspire and motivate staff and external stakeholders on the necessity for change, and an inability to secure the correct technology and skills to implement the transformation.

Members discussed ways to combat these challenges, the key takeaway from the session: the importance of being a visible, responsive and purposeful leader.   

Making a compelling case

How a transformation programme is articulated within an organisation can have a big impact on the success of the change.

Chairs began by discussing various transformation programmes they have overseen, some considering changes that occurred within their organisations organically, others describing how they embedded transformation within the organisational strategy.

Chairs advocated moving away from terminology such as ‘transformation’ to labels that better communicate the scale and complexity of the piece of work. For example, a ‘change strategy’ or an ‘evolution strategy’; titles that support the chair to manage expectations of the timescales and incremental progress that can be expected.

Members considered it important to recognise the different motivations of their staff and create bespoke, clear, and focused messaging to secure their buy in. Several discussed the challenge that remote and hybrid working has posed on their ability to communicate authentically with staff and the need to adapt to ensure they remain visible within the organisation.

Transformation is a team effort

Members appreciated that teamwork is fundamental to a successful transformation programme.

They advocated being an active listener and showing willingness to hear different perspectives from staff within the organisation on how the transformation is progressing.

Some chairs achieve this by setting up regular meetings with staff to hear any concerns they may have. Others have created more formal means to connect with staff, such as inviting staff representatives to attend board meetings or organising staff Q&A sessions with the board.

These types of meetings allow the chair to sense check employees understanding and opinions of the transformation project. They also allow an opportunity for chairs to re-enforce the board’s commitment to the transformation and their appreciation of all staff’s work.

Lead with purpose

Identifying the ‘why’ of the project was considered essential to bringing stakeholders along on the transformation journey. Several suggested carrying out an internal audit to demonstrate the economic and social value of the organisation and their return on investment, to help evidence the purpose of the programme and necessity for change.

As the visionary of the organisation, it is essential that chairs remain visible and responsive to both internal and external stakeholders. Members discussed the importance of being able to tell a coherent and credible story, laying out clearly the origin, purpose, and expectations of the programme.

With the government’s current drive for efficiencies, transformation will remain high on the public chairs’ agenda. PCF members will continue the conversation, considering ‘change and the public body leader’ throughout 2023.