Business people often struggle with the softer side of leadership yet mastering these skills can be transformational. 

“Your beliefs don’t make you a better person – your behaviour does”. This phrase was a game changer for Julia Everard when she first heard it in one of the LEADTM Masterclasses run by QuoLuxTM.

Julia is Managing Director of Cheltenham-based Saracen Care which provides high quality, personalised, doctor-led care in people's own homes or in supported accommodation. 

“Everyone can understand a behaviour. It’s what you have done, and not necessarily what you have said. By thinking about behaviours, I can now explain and help others to understand how I feel. I have found my managers and staff respond instantly and make changes themselves for the better. 

“I have taken that approach further and introduced it in our strategy meeting with the senior management team - where we discussed what our “Sense of Purpose” was. I now need to keep up the momentum from the meeting. We are very proud that we have an “Outstanding” CQC Rating for the quality of care that we provide and maintaining that at the next inspection is important to us. Therefore, aligning our behaviours and doing what we say we will do are key requirements. I realise this is where leadership kicks in, and my leadership in particular. 

“At the strategy meeting we talked about how we can showcase our achievements through case studies, so that we capture all the exceptional things we are doing and have done over the last three years. We are working hard at engaging with our staff more for them to create the case studies and implement their ideas for improvements. 

“I have tailored our structure with better defined roles and lines of responsibility and accountability which has allowed me to delegate more. This has enabled others to feel more in control, manage situations and authorise matters. Backing off and delegating were big changes for me but it has enthused and empowered my managers, which in turn has given me the reassurance and confidence to do it more! I am now directing activities better and no longer ‘rescuing’ my managers by jumping in. I am using more motivational language and they are responding positively. Changing my behaviour is leading to a behavioural change in them. We’re all winning. 

“The next stage is to improve the effectiveness of our internal communication so that everyone understands where we are successful and why. The case studies will help with this.” 

Julia is an inspiration to others. She has tackled how she behaves to improve her leadership. She has implemented relevant changes and her management team has responded accordingly. She truly has put the ‘C’ of care into leadership. She not only has become a better leader, she is also a better person.




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