Set up for success: The program empowering new aged care leaders

Taking on a leadership role is one of the most challenging steps in a person’s career. It can be daunting and confusing, especially when the necessary tools and support are nowhere to be found.

Luckily, that’s not the case for new and emerging leaders at South Australia full service aged care provider ACH Group. The organisation has just revamped its Leaders Induction program to ensure new leaders are ready for anything from day one. 

ACH Group Executive Manager, People, Culture & Safety Cher Lopresti told Hello Leaders their leaders must be set up for success in such a fast-paced environment. 

“Leadership impacts every single level at ACH Group, from employee engagement to customer outcomes. That is the overall human experience, and we want to continue cultivating a strong values-driven culture,” Ms Lopresti shared. 

“In our annual culture survey over the last three years, the main purpose of why our people come and work for us is because they want to deliver good lives for older people. 

“Our new leaders must connect with our purpose, understand their role, and support their people to deliver on that mission. That human element and values-driven purpose is important.”

Leadership development has been central to ACH Group’s evolution over the past three years, starting with the launch of its annual culture survey. Strong feedback around the challenges leaders faced, including understanding how to articulate the organisation’s ethos, contributed to the launch of a leadership program.

The newest iteration of that program, Leaders Induction, is a more mature program that clearly articulates the ACH Group Way and provides leaders with the right tools, messages and information. 

“It’s going back to the basics of giving a lot of information to our leaders in the right way. In our Leaders Induction program we highlight key people through the organisation so our new leaders know who to leverage and ask for help across our business,” Ms Lopresti explained.

“We go through our matrix leadership model in detail so new leaders understand it well. We give them clarity through a leadership capability framework we have developed so they know what we expect of them as leaders and what we expect of their peers.

“The most important thing is the connection to new leaders walking in the door at the same time so they can build strong relationships quickly.”

“Our leaders are excited and the new ones coming through understand us quickly and are more effectiveThey know who they can turn to for peer support which is key for any new leader entering an organisation,” she added.

Long-term investment in leaders has strengthened ACH Group’s overall workforce. With a focus on career progression, turnover has reduced while attraction rates have increased over the last five years.

Ms Lopresti emphasised the importance of looking inward to develop staff when workforce supply and demand issues are prevalent. A proactive approach to career progression showcases how staff can rise through the ranks and achieve their goals. 

This positive approach has been buoyed by a dual focus on unpacking the ACH Group Way while nurturing individual leadership styles. 

“We recognise that everyone has a unique leadership style shaped by their experience, strengths and ultimately their personality. Our focus is not to impose a rigid leadership model but to provide guiding principles that ensure they’re aligned with our culture and they understand the ACH Group Way from the very beginning,” Ms Lopresti said. 

“Our Leaders Induction program emphasises adaptability, self-awareness and emotional intelligence to help leaders understand their leadership styles and how to apply them effectively.

There are multiple programs in play, too. ACH Group has a Leadership Lab; an interactive education program highlighting industry-relevant topics, events and changes all while creating a peer-supported environment. 

Town hall forums ensure a real-time communication pipeline effectively disseminates information about ACH Group projects and priorities. Meanwhile, an incoming six-month program, Green Leadership, will help tackle real-world challenges while receiving peer feedback and mentor support.  

“We have an array of leadership programs that people can utilise based on the best ways they learn to help them succeed as a leader while giving them different development pathways,” Ms Lopresti explained. 

“Mentorship from your peers and the executive team is a great way to understand how we can face challenges together and put improvements in place. Knowing how we can support our leaders to bring out the best version of themselves will be a massive game changer.”

Ultimately, Ms Lopresti said ACH Group wants to build a strong leadership pipeline that drives future success. She understands this is important for those receiving care and the broader workforce. 

“If there’s one thing I hope we instil, everyone deserves an inspiring leader. It is making sure our leaders understand their leadership style and how they can get the best out of themselves,” she added.

“Beyond capability building, if our leaders feel supported and valued they’re more engaged and committed. Investing in them and their leadership development will create a positive ripple effect across our teams and the broader organisation.”