In the previous chapters we have demonstrated the benefits of implementing a performance measurement and management system, outlined the various approaches you can take and given you some tools to help ensure that your system is effective. In this chapter we want to enlarge on one of the underlying themes of the book – that you can have the most efficient processes and still fail in the longer term if the leadership and culture within your organisation is not conducive to encouraging good performance.
There is no single right or wrong way to lead; it will depend on the circumstances. However, there are some common characteristics. The following vignettes are drawn from discussions with leaders operating in very different sectors who kindly gave their time to discuss their views on leadership with us. They have each been chosen because of their track record, as they all have demonstrated their ability to deliver consistently high levels of performance over many years. They are all either at, or have been at, Chief Executive level and the examples are taken from both companies and charities. A number have done both, delivering successfully in the private sector before moving to third sector appointments.
19.2 PAUL WOODWARD – CHIEF EXECUTIVE, SUE RYDER CARE
Paul Woodward is the Chief Executive of the charity Sue Ryder Care, which supports people with specialist palliative, end of life and long term neurological care needs. Each year ...