Medio ambiente y emisiones de gases de efecto invernadero

The most prominent theme in terms of the agency of others was in providing support for the interviewee’s career development. This was evidenced as taking place in both a

formal and informal capacity, and included colleagues and key figures but most notably in relation to line managers.

Careering support received from line managers often initially started within a formal capacity but then continued in a more informal nature throughout later stages in an interviewee’s careering. For example, Zara in the opening story to Chapter Seven describes how an early line manager has continued to informally mentor her through a number of subsequent moves in position and team throughout her careering. The form of support received also varied within and between career stories; ranging from the interviewee’s development within their existing role, general support in terms of on- going development, practical support including accessing opportunities and funding for personal development and/or providing encouragement or a ‘push’ to undertake further progression into a new role or area. Six interviewees directly described having been given a ‘push’, whilst others made this inference within their narrative. This was predominantly discussed in relation to line managers, but also key people and colleagues. This suggests that the other person provided the impetus for change which resulted in outcomes related to applications for new opportunities, hierarchical progression, professional qualification, self-confidence and applications for new opportunities. The time scale within which this change occurred also varied, on occasion arising as a direct result, but also as a cumulative effect of on-going support.

Line managers were particularly instrumental in providing practical assistance in terms of careering and this included opportunities for training and building experience such as through involvement in different projects. Craig narrates having received such support from an early manager but on moving to another role, within a different site, not receiving the same level of support which resulted in him seeking a new role elsewhere in the organisation;

“the first manager I worked with at XXXX was quite helpful in providing me opportunities for training towards more senior roles. She put me on like a leadership programme and I did do quite a bit of work on clinical risk management and things like that during that time. When we moved from XXXX, my manager moved on to another job and then from 1997-2006 I was quite isolated really in terms of supervisory sort of support. I was like the only OT working there and I didn’t really get a lot of supervision or support which was

probably one of the other reasons why I decided to look for something else” (Craig).

Craig’s narrative also highlights professional identity as a constraint which will be discussed further within Chapter Six. It is also informative in demonstrating how the lack of such support can also outcome change within careering.

However, it is not only line managers who provide such support. In one example Nigel gained valuable advice, insight and experience from a management consultant contracted into his employing organisation at the time. Faye also discussed providing such support to colleagues on an informal basis;

“mentoring is a really important part, but that’s not formalised, it is just sort of, and I know I mentor people and I think it is about using your knowledge and your skills to support others in developing their practice whether that’s as an OT or whether it’s as a team leader or whatever” (Faye).

Ongoing support from others was also demonstrated as significant to interviewee’s careering, and change within, and again this was provided by all three groups. As discussed earlier, early managers were particularly prominent in providing ongoing support and encouragement in later careering. Such support is summarised in the following excerpt from Sheila;

“my manager when I was a community nurse, she was very influential really, she gave me lots of opportunities to act up and was always really supportive of any suggestions, a good sort of, don’t get me wrong, she wouldn’t agree with everything I say or anything like that, but she’d listen and she’d, sometimes we’d have to come to a compromise but she was happy to listen to your ideas and if you’d got any innovations to improve or anything like that she was very supportive”

Whilst interviewees recount the positive support they have received some experiences of the negative influence of others in terms of a lack of support were also narrated. The following statement from Chloe, however, demonstrates the positive impact of being granted autonomy to develop within her role was an encouraging influence upon careering;

“I’ve had a lot of people who have enabled me, I’ve worked with some great managers, managers who allowed me the space, one did micro-manage me, ……to the point where it was a very critical relationship, and I think you get something out of that because you think actually I’ll never do that to anyone else” (Chloe)

The above narrative contrasts both the positive and negative effects of different management styles upon Chloe’s careering, and which have in turn shaped her own management approach. Rebecca (33) also describes the potentially damaging consequences of her relationship with a line manager which nearly resulted in her changing direction;

“there were so many psychologists around and kind of likeminded people, the nurses as well that I formed friendships with had a strong influence …. I suppose the only time, there was one post I had as an assistant that was probably quite damaging really, and that was the only time where I thought I think I might not do this path, I was all set to go pack it in and go and work in a bookshop, but then moved into adult mental health and XXXX who was the head of psychology of the time really took me under her wing actually and I got a lot of development from her” (Rebecca 33).

In terms of others providing interviewees with a ‘push’, this occurred as others valued the skills and potential within interviewees which they did not necessarily recognise themselves. Claire highlights how her line manager has been key in developing her confidence to apply for other roles within the organisation in order to progress;

“She’s very supportive, she’s the one that told me to put in for the managers post. She’s the one that encouraged me to do the LIA post last year, and like she sees the potential in people, you know what you can do if you just have that little bit of a push. I’m not very good at saying I’m good at anything myself, but then Nicki’s very good at saying but you’re really good at this and you could do this and then you think maybe I could” (Claire)

Similarly, Janice describes the influence of being valued by those working in a more senior position in applying for other roles;

“I think having someone pushing you who’s higher than you, so certainly before that I have had managers, and I won’t say where I’ve not felt, where they’ve not

valued me, so they’ve kept you at a level and you can’t go anymore and then obviously that one that came in she certainly pushed me and said why are you still now only a Band 6, you should be pushing yourself and doing, and I think so having that person, someone to mentor and pushing you, and I still keep contact with her now”

Colleagues were also a source of general careering support, which tended to continue even after individuals had changed roles;

“when I worked in one of the admin teams in Health and Safety it was a fantastic team, there was four of us in there, and I don’t know what it was, we had a really good bond, apart from this team it’s one of the best teams I’ve ever been in. We used to support each other with careers and push each other and talk things over and different things. And all of us ended up expanding and getting quite high up, one went to be an environmental health officer, another one became a service manager and another one became a manager over all the business support… because we knew we didn’t want to be where we were we wanted to progress” (Jayne).

The forms of support described above in the main represent intentional agency on the part of other people in interviewees careering and change. However, sometimes their actions are not as intentional or even recognised by these other people but still play a significant role in the careering of interviewees.

6.4.2

Inspirational Figures

Some stories featured other people, particularly line managers and key figures, as inspirational characters within the careering of interviewees. Such instances demonstrate how in exercising personal agency people may be unaware that they are in turn shaping the career agency of others. In describing inspirational managers interviewees frequently returned to their initial or an early line manager and drew upon their leadership style or innovative approaches to working. To illustrate, Lee’s story demonstrates the significant role of an inspirational manager on first entering a professional role. This manager was clearly inspirational in terms of leadership style and relationships to other people and shaped Lee’s own approach. Conversely, the following narrative demonstrates the impact of an early manager in adopting an innovative approach to healthcare practice upon Sheila’s careering;

“the manager of the house that I went to work in was new, she’d trained in XXXX hospital, and she became the manager, so she was really my first manager as a registered nurse and because you’re so green aren’t you when you’re new in any sort of job, and newly qualified and everything, and so she was quite inspirational, she was very, she had come to nursing quite, as like a mature person, but she had some really innovative ideas and it was almost no holds barred ……… and I don’t think people realise how influential, she had no idea, you know how influential she’d been really” (Sheila).

Key figures were also narrated as inspirational, both upon past experiences and future ambition and plans. For example, Janice’s exposure to a new Head of Nursing prompted her to reflection upon the necessary skills and experiences she would require to aid her future progression;

“we’ve had a new Head of Nursing and some of the skill sets she brings, I wouldn’t have that skill set but you can see that you need it, so she’s probably got that through project work so I know certainly I should try and do some shadowing with people who’ve come in, and just look at, well what do they do” (Janice)

Alternatively, Calvin, having worked within LD for many years, was inspired by a key professional figure external to the organisational context when undertaking further professional qualification at a local university. The lecturer’s approach to the practice of LD care resonated with Calvin’s earlier views;

“he was quite an influential character, he was a learning disabilities lecturer at XXXX Uni and it was like this is great, this is about revaluing people, this is what I feel I needed all of them years ago, and that’s what’s changed me, it was actually knowing that actually I’m not alone in thinking outside the box”. Resultantly, this experience represented a significant turning point for Calvin, furnishing him with confidence to work differently and express a voice, in regard to both patient care and the welfare of fellow colleagues, realised through his role as a staff union representative.