Guiding Transformational Journeys involves a process that has a number of inter-related components and is capable of adapting to the changing circumstances of an organisation.  The central focus is always on the leadership that is required to support transformational change but the starting place is responsive to the present  identified needs of the organisation.  These might include  Leading and Managing Change ,  Strategic Planning, Project Management, Team Development as well as  Clinical and Corporate Governance, Quality and Safety, Service Development, Economic or Legislative Reform and Organisational Restructure.  It offers some processes that can be adapted to support and wrap around the more specific areas of required targeted work within the organisation.  These include transformational leadership development, peer group learning and problem solving, reflective practice, story telling and individual coaching. The process allows for a journey over time.

 

 

The Consultant :

A former state government senior executive from 1999 to 2011, Wendy held various State Director positions, with responsibilities at different times for aged care, rehabilitation, community services, palliative care, rural health, disability, mental health, alcohol and drugs, and correctional health.

 

For ten years prior to this, Wendy managed a policy development unit and several multidisciplinary teams of health professionals providing aged care and rehabilitations services. She began her working life as an occupational therapist, spending 12 years in clinical positions in NSW and Tasmania working in the areas of developmental disabilities and vocational rehabilitation.

 

Wendy’s roles over her extensive career have seen her manage services employing up to 1,200 staff and budgets of $250 million, steer government service reform, implement new legislation,  set up new services, restructure existing services, form partnerships and manage contracts with private and non-government organisations, advise government ministers, mentor staff and support emerging leaders.

 

Drawing on her unique mix of knowledge and skills (including her current academic career lecturing and researching in leadership and change management and board work.  Wendy utilises her in-depth understanding of people and organisations together with her high-level interpersonal skills to create safe environments for reflective self-discovery, peer learning, change and development.    In her work with organisations over recent years she has begun to work  using the lens of leadership for transformation  (Quinn,2015).

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This work has been evolutionary in nature and has continued to be adapted as I have worked with different organisations.

There are a number of key components drawn from the Transforming Leadership Framework (Quinn 2015) that have underpinned the work.   These include the alignment of activities and focus on the three requirements that act as catalysts for transformation within organisations (Pearson 2012):

  1. Transformed Thinking ;
  2. Transformed Being; and
  3. Enabling Transformation in others.

 

Programs have included consideration of the following aspects;

  • The longer-term needs and goals of the organisation;
  • The integrated whole function of the organisation rather than separate isolated functions;
  • The role of leadership in defining, supporting and driving the required changes;
  • Skill development of the leadership team in an integrated manner addressing the needs of the organisation including leadership, leading change, change readiness, culture change ,  project management, emotional fitness coaching and storytelling;
  • New ways of thinking and dreaming (eg Appreciative Inquiry, Disruptive Technology, Upside Down Thinking, Lateral Thinking, Futures Planning and Dreaming)  ;
  • The importance and power of story-telling in leadership, managing change and developing new required  cultures and organisational narratives;
  • The development of reflective practice and inner awareness development in areas such as emotional intelligence , emotional fitness coaching ( Power Listening, Group Dialogue, Action Learning, Problem Solving)  and resilience; and
  • Use of peer group learning and individual coaching including use of standardised assessments of leadership, change readiness  and personality profiling.