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Our Vision: To lead out-of-hospital community healthcare Embedding the Leadership Challenge Louise Ashley Hubert Sakkariyas Sulekha Ali.

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Presentation on theme: "Our Vision: To lead out-of-hospital community healthcare Embedding the Leadership Challenge Louise Ashley Hubert Sakkariyas Sulekha Ali."— Presentation transcript:

1 Our Vision: To lead out-of-hospital community healthcare Embedding the Leadership Challenge Louise Ashley Hubert Sakkariyas Sulekha Ali

2 A new field of research is suggesting that when organisations promote an ethic of compassion rather than a culture of stress, they may not only see a happier workplace but also an improved bottom line.” (E. M. Seppala, 2013) Why Compassionate Leadership? 2

3 When leaders were fair and self-sacrificing, their employees would experience elevation. As a consequence, they felt more loyal and committed and were more likely to act in a helpful and friendly way with other employees for no particular reason. In other words, if a manager is service-oriented and ethical, s/he is more likely to make her/his employees follow suit and to increase their commitment to him or her. I ( JH) have defined elevation as a warm, uplifting feeling that people experience when they see unexpected acts of human good­ness, kindness, courage, or compassion. It makes a person want to help others and to become a better person himself or herself. Jonathan Haidt, NYU published Psychology Today April 2013 Benefits of Leading with Compassion? 3

4 Is Compassionate Leadership Weak?!! 4

5 Successful leader The Compassionate Role Model The Compassionate Activist The Reality 5

6 The Compassionate Role Model Emotionally intelligent and mindful Authentic, honest and ‘real’ Able to admit when wrong Able to make tough decisions, fairly Led by the heart, with a little nudge from the head Self- Compassionate 6

7 The Compassionate Activist Strategies, policies and procedures Support, leadership development and education Recognition and reward Methods of listening to people Shared governance Key campaigns and projects e.g. Compassion in Care Clear values and expectations from Board to front line 7

8 Promote compassionate care with frontline care staff across different clinical contexts; adult rehabilitation, prison, hospice care & community services Actively engage with front line staff (using an appreciative inquiry approach) to initiate and evaluate evidence based, relationship-centred initiatives to promote sustainable workplace cultures Create, produce and test Compassion in Care implementation tools for wide dissemination (e.g. compassion dashboard, indicators of success) linked to the 6 C’s CLCH Compassion in Care Programme 8

9 Supported with funding from HENWL Head of Compassion in Care (8D) Now 50 projects underway led by 50 committed Compassion Champions Working with Frameworks 4 Change on a Compassionate Leadership module New Leadership Strategy Annual Compassion in care conference Compassion in Care (2) 9

10 CLCH Model of Compassion 10 What people want How we enable Organisational factors Bridges et al, 2010 NCHRD, 2007 Dewar, 2012

11 Leading people to provide a positive experience of care Hubert Sakkariyas Clinical Lead for Inpatient Rehab and Clinical Specialist Occupational Therapist 11

12  Qualified as an Occupational Therapist in 1999 Registered with the Health and Care Professions Council (HCPC)  Clinical Lead for Inpatient Rehab and Clinical Specialist Occupational Therapist - Inpatient Rehabilitation Services.  We aim to work with patients and their carers, to provide a safe, dignified programme of care that maximises independent function and enable a rapid discharge, achieved within a safe, caring and supportive environment. About Me 12

13 Me as ‘the Compassionate Role Model’ To give 100% of my attention and put patient at the heart of everything. It isn’t about the care we give, but the way we give it. It’s about how we listen, what we say, what we do and more importantly, how we do this. The NHS touches our lives at times of basic human need, when care and compassion are what matters most. (Department of Health, 2009)

14 Caring for patients and staff but also being tough, relentless and brave. I want to be curious about how to improve my service and share that purpose with my team. Value based inclusive leadership. To be able to transform patient and staff experience through the work that we do. And if this is not happening, bring a change to the culture of working Putting staff in-charge of change Me as ‘the Compassionate Activist’

15  It is more than being nice to staff, compassionate leadership is all about creating a sustainable change and improvement and helping staff do it themselves and it works!  To improve the quality of service in collaboration with patients and staff- to be able to explore themes from the feedback around compassionate personalised care and the service users involvement in care planning  Making the 6 C’s as part of everything we do Me as a ‘Compassionate Leader’ 15

16 Jade ward before start of project- general lack of direction among staff, high reporting of serious incidents, high rates of sickness among staff, general lack of motivation among staff. Launched in October. Really well attended by staff, asked about compassion and what it meant to each staff, it was decided that the team will do the vision and values of care for the ward Based on the vision and values we set out agreeing on projects to achieve the objectives for the ward Compassion champions were identified to own and facilitate the change. 16 Me as a ‘Compassionate Leader (2)’

17 Signage project Activities project Great story about a lady who painted a plane Afternoon tea - success as staff want it again Patient information leaflet project What matters to me board…. Learning and Outcomes 17

18 Vision & Values 18

19 Ward signage and Staff Board 19

20 Activities Project 20

21 Activities Project 21

22 Huge buy in from staff - lots of staff involved There were a number of projects which were proposed and led by staff members. Patient feedback instrumental in the ongoing service provision and structure of ward- further changes to the ward signage planned and recently started ‘Sunday movie afternoon’ Patient feedback has been consistently reported above 93% on the Family and friends test. Staff sickness absence has reduced from 6% at start of project to 2.5% 50% reduction in incidents involving any form of harm to patient. We are working with Frameworks for Care team to work on ‘Knowing you matter’ to appreciate and allow the team to reflect on what matters to them and continue on the work done so far. Outcomes: Staff and Patients 22

23 Outcomes: Patient Feedback 23

24 Establishing the 6Cs Sulekha Ali District Nurse Team Lead 24

25 A process whereby an individual influences a group of individuals to achieve a common goal with elements of creating a vision, coping, influencing and adapting to change as well as having followers (Northhouse, 2013). It is a terrible thing to look over your shoulder when you are trying to lead — and find no one there. Franklin Roosevelt In my country we go to prison first and then become President. Nelson Mandela Being powerful is like being a lady. If you have to tell people you are, you aren’t! Margaret Thatcher Leadership Quotes 25

26 Qualified as an adult nurse since 2003, District nurse qualification 2009, NMC Teacher qualification 2014 Lead and manage a district nursing team to provide holistic and compassionate care for housebound patients in the community. Partnership working with key stakeholders to ensure high quality, integrated and seamless care for patients. We offer a range of clinical interventions to enable patients with complex co-morbidities to receive care at home and residential homes. Teach and support patients, family and carers. Avoid unnecessary hospital admissions and re-admissions. About Me 26

27 Putting the patient first, going back to why I wanted to become a nurse in the first place. Appreciative enquiry- celebrate things that we do well and remedy things that need to be improved Setting a culture to get the best out of people using adaptive leadership. Get the right people and avoid demotivating them Create an environment where people work best Authentic- act with conviction as well as skill Resilience and emotional intelligence- how well we cope Business processes- intuitive without too many steps to avoid frustrations · Me as ‘the Compassionate Role Model’ 27

28 Understanding myself, understand my team how I interact with them, how they interact with me, how it affects me and them is important to have a happier, motivated and compassionate team. Staff feel part of decision making processes as well as coming up with solutions Have common values, can do attitude, genuine, competent, reliable, reflective, optimistic staff. A happier workforce will increase compassionate care and positive patient experiences Why is this Important? 28

29 Me as ‘the Compassion Activist’ - Compassion in Care Module 20 credit module at masters level Aimed at all health care professionals Promote collaborative working Compassionate care at the heart of everything we do. 29

30 Why is it Important? Provides a comprehensive understanding of current leadership theories in establishing compassionate care. Incorporates Change management, Resilience, Mindfulness, Self-compassion and Emotional Intelligence. Gives a focus on service user involvement in planning, maintaining and evaluating positive relationship and care delivery Enable critical thinking and reflection on leadership through inter-professional working. 30

31 How will it Influence and Develop Future Leaders? Anchoring Compassion care in practice by creating compassion in care champions to prepare the next generation of the work force. 31

32 Create a platform which reconnects people to compassion care values and improve patient experiences. Allow staff to understand themselves and develop their leadership styles that contribute and promote a motivating and happier working environment. Encourages open and honest culture Establish the delivery of compassion care projects in practice Improve Adaptive and distributional leadership (Kings Fund 2011, Francis report 2013, Leadership academy 2013). Improve self awareness, resilience, mindfulness and emotional intelligence (west 2013, Goleman, 2006,Senge et al., 2005, Johnson et al., 2014) Achieve CLCH Quality campaign of Positive patient experience, Safe and effective Care & smart effective care Will it Make any Difference? 32

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