La imagen de denuncia dentro del nuevo paradigma

The addition of the PMI practice to the model was a core enabler for the leaders to work differently and to implement positive strategies directly with their teams. Nine leaders chose to implement the PMI practice. The predominant theme from these leaders was that it was a very positive and valuable experience. Leaders reported that they found the PMI process challenging and rewarding. In a very busy workplace, tightly controlled by security

requirements, airline arrival and departure schedules, and staff rosters, leaders had to allocate specific time to prepare and to meet with their respective officers. Examples of leaders’ comments follow:

I actually enjoyed it. It’s difficult to often fit it in but whilst it has to be done it is a process I rather enjoyed, absolutely. (Leader G)

114

It was getting the time to meet …you just had to make sure that was your time. My experience, it was really excellent, probably sitting down and having the one-on-one with the officers was really good and the sort of feedback I got from them for doing that. (Leader H)

Once the PMI sessions were underway it was clear that the officers involved greatly valued these sessions. Leaders received positive feedback that acted as positive reinforcement for them to continue the sessions, despite the time constraints. Analysis of data from the leader interviews and journals, together with data from the officer interviews, suggests that

implementing PMIs contributed to enabling and fostering positive interactions and high quality connections in the workplace. Prior to the implementation, this type of regular meeting did not occur. Leaders making time for a one-on-one meeting and having a clear goal and positive strategies to apply was different for leaders and officers. CPLM with the PMI provided a structure that enabled the interactive interpersonal process to occur. Despite the challenges of making time for the PMI sessions, there was a strong focus on them when describing their experiences of what went well in implementing positive strategies. The following comments from leaders support this finding:

I think the one-on-one interviews and I think sitting down with the staff and setting out the agenda and talking about that and what ways they could contribute to improve the way we did things and just the general morale of the whole airport team worked very well. It was positive. I think it was good. (Leader C)

The templates and guide were great. I think actually they liked someone sitting down and talking to them and maybe getting their ideas out of them and how they could help and the leadership things they could do to make the place run a bit smoothly as well. (Leader H)

An entry in a leader journal noted:

Conversation with [name of colleague] that PMIs are going very well and that officers look forward to them. (Leader I)

115 A similar positive response regarding PMIs was evident from all 10 officers interviewed. Specifically, the majority commented on the difference these sessions had made for them in a number of dimensions, such as their motivation, job satisfaction, and career development. The following responses are examples of officer expressions about leaders working differently and the regular PMI sessions:

It was different because when we had our PMI interviews they would schedule them, e-mail when it was going to happen. We’d go in, we would write the things down, he would e-mail me what [was] written down [what the leader and officer had discussed and agreed at the PMI meeting] and have the next [meeting dates] scheduled in and he would stick to it. I thought it was very beneficial to have someone actually sit down with you one-on-one and say, “what do you want to do and how could I help you get there.” (Officer C)

To be able to sit down and have him show an interest in what you’re doing kind of motivates you more to think, oh, well I could be doing this, or I could be applying for these jobs, or I should go on this course, rather than just forgetting about those sort of things and just carrying on with your normal [work routine].(Officer D)

PMI feedback – that was really good. And having the worthwhile goal, that was certainly different. I got a lot of good suggestions through my PMI and being reminded with lots of encouragement, that was great – otherwise I would be just cruising along. Made a difference to my career, more self-motivation, really boosted my job satisfaction. (Officer F)

Just the whole thing of meetings with your boss every month …and feeling more capable and the energy from staff. (Officer A)

These findings support the proposition that leaders worked differently, that the

implementation of the PMI practice went exceptionally well, and that the guidelines and templates prepared for the initial and ongoing sessions were useful. The format of regular meetings, the focus on development and goal achievement, as well as the opportunity to receive and give timely feedback, was considered by all who participated, especially the officers, as different, valuable, and was making a positive difference for them. A repeated

116 comment from leaders (all of whom had PMI sessions with their next level leader), and from officers who were involved with PMIs, was the suggestion of extending these to all Customs staff. In an e-mail, returning their interview transcript, officer F made the following

comment that echoed the other officers interviewed:

I would also like to mention the PMI program that I participated in … I feel that the support provided by [name of leader] was the best regular feedback loop I have participated in during my time at Customs. It provided excellent regular feedback and goal management which I feel helped motivate myself. If I can make the suggestion that a program similar, or the same as this, is adopted on a more regular basis.

(Officer F)

Leaders endorsed this thinking as evidenced in the following comment:

PMIs obviously went well, they were only with selected officers, so ideally if you could take them out to all staff, you would capture a lot more ideas and a lot more positive, constructive discussions with staff. (Leader I)

In summary, leaders found that making time to implement the PMI practice was a challenge. However, the nine leaders and all 10 officers who were involved with the PMI sessions found the process rewarding in a number of ways that positively affected workplace interactions and relationships. For a number of officers, these sessions contributed to their job

satisfaction, motivation, and career development. These findings strongly endorse the addition of the PMI practice to Cameron’s model and to implementing CPLM.