11 February 2013
I am very conscious that we have spoken over the last year or so, via these blogs, about what tools we have used to embed a Person-Centred Culture throughout Living Ambitions. We have also shared some of the lessons from our VAN (Visionary and Naïve) period to re-assure you that mistakes do happen and that it is ok to stumble on the journey, provided that you learn before carrying on. One thing that I haven't really discussed was how we got the ball rolling in the first place. I'm hoping you might have found some of the content useful to date, but a practical example of how we engaged our workforce and the people who we support at the beginning, might help to promote some ideas in your own work place.
As previously mentioned in earlier blogs, I was very fortunate when I arrived at Living Ambitions in that I inherited a management team who were, on the whole at least, very supportive of change. Out of this management group Jodie, Helen and Mo were the ones who had felt for a while that they wanted to do things differently and had some great ideas about what needed to be done. I saw my role at the time as pulling these ideas together adding my slant on things and when necessary directing the energy and enthusiasm in the right direction. We worked together over a number of months to lay the foundations for a person centred culture, however, we didn't want this to be something that we inflicted on the workforce and people who used our services. We hoped that we could get everyone involved in our journey and empower them to take control over where the organisation was going.