Enhancing organisational performance
LEADING OTHERS
You drive innovation and continuous improvement to strengthen organisational performance and improve outcomes for patients/customers.
Enhancing organisational performance looks like introducing a new approach to mahi [work] that saves time or improves service delivery, or measuring personal/ kapa [team] performance to ensure we’re continuing to provide the best possible outcomes for tāngata [people].
When you are enhancing organisational performance, you…
Strengthen business performance
Foster a continuous improvement culture
Lead innovation
Quick tips
Encourage others to share their ideas so they can be incorporated or implemented in planning and strategy.
Experiment with new ideas or approaches. Prototype and refine your ideas.
Question processes and challenge yourself and others to come up with a better way of doing things.
Always keep tāngata [people] in mind when planning. Use a tāngata [people] centric design process.
Consider new technology and how this could impact and improve current processes.
When ideas fail, support your kapa [team] to use them as an akoranga [learning] opportunity.
Practice this behaviour
Here are some ways you can practice this behaviour:
Mahi [work] with other leaders to create a recovery plan for a struggling service or function.
Design or support a new way of working in the organisation.
Approach a difficult problem with a panel of individuals who aren’t functional experts in the area.
Partner with an organisation outside the public sector and observe their business practices.
Study a business (or leader) that’s been recognised for steady performance.
Volunteer for a special assignment or project that requires you to generate new product/service ideas or revamp current processes.
Set aside time at your next employee meeting to explore ideas for improvement. Make it a recurring habit so that your kapa [team] has a culture of innovation.
What can hold you back
Here are some things that could get in the way of developing this behaviour:
Spending most of your time ‘fighting fires’. Instead, invest in identifying key improvements to the way we do things, and building robust processes and systems.
Ignoring the practical side of ‘management’ in favour of ‘leadership’. As a manager you still need to invest enough time in the practical aspects of having direct reports.
Holding on to traditional ways of doing things. You might prefer the ‘tried and true’ method but don’t rely too much on this.
Getting stuck when you’re feeling overwhelmed. Find and use frameworks to analyse business performance and identify areas for improvement.
Related learning
Related programmes
