Topic: Collaborative Leadership Model proving successful for Independent Provider.
Day: Wednesday 21 October 2020
Time: 1:30pm-1:50pm AEDT
The Maurice Zeffert Home (Inc) (MZ) is a 60-year-old NFP organisation offering residential care, retirement living, meals on wheels and day lounge service.The Maurice Zeffert Home (Inc) (MZ) is a 60-year-old NFP organisation offering residential care, retirement living, meals on wheels and day lounge service.
MZ has a proud culture for being innovative and in 2018 adopted a new Collaborative Leadership Model by appointing an Executive Management Team (EMT) in place of a traditional CEO model. MZ has thrived under the new leadership model and following success of the first-year trial, has now been extended into the future. Whilst this leadership model is widely accepted internationally in the NFP sector, it is believed MZ is the first aged care organisation to adopt the leadership model in Australia.
Consistent with “Achieving an amazing Ageing Experience through Community, Commitment and Collaboration” this unique management model enhances the Governance and Risk Profile of the Organisation and strengthens the outcomes of Standard 8.
The leadership of the organisation is guided through mutually agreed key areas of responsibility and key performance indicators that are measured by the board, resulting in continuous improvement. This provides the Board with a clearer understanding of the business and the sector which vastly improves Governance. This collaboration also encourages diverse thinking through improved brainstorming and strategic development and secures a more interesting and personally enriching workplace environment for everyone.
The EMT is comprised of 3 female executives with diverse backgrounds, qualifications, age, culture, faith, and countries of origin. The new leadership arrangement ensures there is no group think; “Diversity: the art of thinking independently together” (Malcolm Forbes) is actively practiced in this model.
Key features and advantages of the model include:• Ensuring continuity of care aligning to our mission, values, and expectations of residents, their family members and the greater community.• Knowledge sharing and capacity to learn is enhanced.• Decision making is enhanced through expanded due diligence that is objective, flexible, transparent and informed. The diversity of ideas produces better outcomes.• Distribution of responsibility improves resilience, continuity and avoids ‘burnout’.• Industry and Operational knowledge and experience contribute to mitigating identified risks and strengthens internal controls.• Strong capacity for internal mentoring of staff and leadership development /succession planning.• Capacity to influence staff culture from the bottom up approach.
Being an Organisation that is resilient and adaptable ensures we are more in touch with the everyday operations of the organisation and can respond to the needs and choices of the residents and elders we care for. We foster a community within a community and achieve the very best outcomes to enhance the quality of life for our elders.