TPI Imprint Newsletter
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www.pacificinstitute.co.uk 2 Imprint | Autumn 2012www.pacificinstitute.co.uk 2 Imprint | Autumn 2012
Message from the Chief ExecutiveMessage from the Chief ExecutiveMessage from the Chief Executive
WELCOME TO THEAUTUMN EDITION OF IMPRINT
founder in 1971, sent shockwavesthrough the organisation. TPI iscommitted to ensuring that thegroundwork undertaken by Lou,David and others lives on, and weare more committed than ever tohelping individuals, communitiesand organisations realise theirpotential.
This Imprint includes some ofTPIs major success stories inorganisations. We have workedwith The Manchester College(originally as MANCAT) for overnine years and the publication ofthis Imprint coincides with theretirement of two of key advocatesin the college, Peter Tavernor andBarbara Forshaw, on whom wehave written an article to celebratetheir professional careers. We alsoinclude interesting stories fromother key clients: Remploy, SSE, anarticle about IIE from a Librariesjournal and a piece on TPIs verypositive re-accreditation reportfrom IIP.
have a lot of commonality. Most cultures are defensive:passivity pervades the majority oforganisations and, at a time whenorganisations are needing to domore with less, culture is holdingthem back. Why? Because tomaintain performance standardswith reducing overhead andresource means that there mustbe more efficacy, engagement andaccountability on the part of allstaff. This, therefore, requires a reduction in passivity: lessavoidance, less dependence andless of a need for approval. TPI has a track record of driving downthese passive behaviours and the outcome is greater staffengagement and motivation. Soculture matters and there hasnever been a more important timefor leaders to work on building a constructive culture.
2012 has represented the end ofan era for TPI UK. The passing ofDavid Tate, who set up TPI UK in1982, and Lou Tice, TPIs original
That will remain a key objectiveof our work in the years ahead helping individuals turn theirpotential into performance.
At an organisational level, we haveseen our work evolve from personaldevelopment in the eighties toculture transformation: this appliesacross both the private and publicsectors. TPI UK has focused moreon leadership and its impact onculture, and the use of our cultureand leadership measurement toolshas provided much needed data to inform our interventions. Morerecently, there is a trend towardsthe design of bespoke solutions toaddress key challenges within theclient organisation. So these areexciting times for TPI at a timewhen the need for our informationhas never been greater.
In client meetings, the question of culture comes up regularly. All organisations believe that theyare unique and have uniquechallenges, yet the profiles whichemerge in our surveys of culture
In the eighties, TPI was seen predominantly as a personal development provider, which still appliesto much of our work with communities and with young people, as they experience programmeswhich enable them to become more efficacious and aspirational.
So as ever, please enjoy the read and get back to us with any suggestions forimprovements, future articles or others ways in which we can continue to provide exceptional customer service.
TPI UK was established in September 1982, so we havejust reached our 30th Birthday. It is interesting to reviewthe development of the business over that period.
Dr Neil Straker Chief Executive, TPI UK
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Putting Ability FirstPutting Ability FirstPutting Ability First (article by Joe Askew)
THE REMPLOY ENTERPRISEBUSINESSES STORYIn October 2011, Remploy Enterprise Businesses, in line withtheir vision of transforming the lives of disabled people,embarked on a spectacular rollout of The Pacific InstitutesSTEPS programme.
Alan HillManaging Director
Remploy Enterprise Businesses
disabled employees who mightotherwise be marginalised.
The Pacific Institute (TPI),through Richie Cameron andDougie Potter, has been workingwith Remploy at varying levelssince 2004, through periods of significant change andmodernisation in the organisation.Much of this work has focused onleaders at board and individualbusiness levels in 2 main areas:
Building a strong andconstructive leadership culturethat both empowers and buildsachievement
Working in times of dramaticchange, to envision a clearDefinition of Success with eachof the Leadership Teams
One of the main drivers of thetransformation has been currentManaging Director, Alan Hill.
Having been with Remploy for 11 years, he has seen thedevelopment of the organisationfrom an initial inwardly-focused enterprise, sheltered to a largeextent by government funding, toan outward-facing, more profitableorganisation, operating on soundbusiness imperatives.
In 2004, whilst heading up one ofthe businesses, Alan set aboutinvestigating a culture changesolution to address the attitudesand beliefs that were keeping theorganisation static. The outcomewas the adoption of The Pacific
In the initial 3 months alone, from a total of 2,500 employeesacross 54 sites throughout the country, 637 people havealready signed up to experiencethe programme. The rollout istaking place at an incredible paceand the results are significant,impacting not only on theindividuals themselves, but also ontheir families and the organisationas a whole.
Remploy Enterprise Businesses are the UKs leading employer of disabled people and provide a wide range of world-classproducts, throughout their factorynetwork, to customers in diverseindustries. They have a firmcommitment to quality and valuefor money, which is second tonone, and this is enhanced by the provision of skills andemployment to thousands of
THE RESULTS ARE SIGNIFICANT,IMPACTING NOT
ONLY ON THEINDIVIDUALS
THEMSELVES BUTON THEIR FAMILIES
AS A WHOLE
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the facilitator team, talks of how insome cases participants are nowvolunteering for new jobs or arebecoming more involved inRemploys various working groups.They are also becoming moreengaged in their owncommunities, with many, whowould otherwise have been moresecluded, now joining social clubsor taking part in other activities.
In these uncertain times, it isimpossible to predict what thefuture may hold. One mighttherefore expect a project like thisto be placed on hold until theprevailing conditions improve, yetaccording to Alan, the seniorleadership felt that this was thebest time for such an investment.They are enhancing the lives oftheir people and by extension their families and communities,equipping them with resilience andthe ability to overcome setbacks.
As an organisation, Remploy EBhave managed remarkably wellduring the recession, reportingdouble-digit growth figures andexceeding expectations in manyaspects of the business. Whilst this cannot be solely attributed to the various culture changeinterventions, they have certainlyplayed their part and made asignificant contribution.
With strong support from ColinScott, Director of Operations forEnterprise, and Richard Bennell,Director of Sales and Marketing, adecision was taken amongst thesenior leadership to make theSTEPS programme available on a voluntary basis to all employeesin the division. Lynn Green, theRemploy Project Manager, workingclosely with TPI, prepared anambitious plan to roll out theproject. A dedicated core team of8 full time facilitators were trainedand seconded to the project todeliver the programmes across the factory sites. A further 12facilitators, including many fromthe ranks of senior management,support the rollout on a part timebasis, a great example ofleadership role modelling withinthe organisation. The scale of theproject is almost unparalleled inthe UK and in fact serves as awonderful example internationally.Working together, Remploy EB and TPI are creating animplementation process that istruly world-class.
The facilitator team has beenextremely busy and shows nosigns of slowing down, havingalready allocated 16 courses forthe first 2 months of 2012. Theyare incredibly passionate about theimpact the programme is havingand are determined to make adifference with each session thatthey run. The personal impact thatthey have witnessed thus far isstaggering. Participants are moreengaged with the work that theyare doing, managers report thatmore questions are being askedand individuals are starting tochallenge themselves in new rolesand opportunities. Steve Wright,who works with Lynn and leads on
Institutes curriculum, initially at aleadership level and this hascontinued over a number of years.The senior leadership team areactive champions of the materialand have used it to build their ownaspiration, a collective focus onsolutions, alignment to a sharedpurpose and the clarification of thedesired end results.
The natural progression forRemploy EB was to investigate how the concepts could findapplication in raising the self-esteem, self-belief and personalaspirations of front line staff aswell. The motivation was not solelyto improve business performance,although this certainly was aconsideration, it was also a meansof enabling staff to realise theirpotential, personally, professionallyand in their communities at large.As Alan explains: Many disabledpeople are surrounded bynegativity and criticism, sometimesfrom their own families andthemselves. They often focus onwhat they cannot do, rather than what they can. What ThePacific Institute d