1. iii First things first iv. Think win - win v. Seek 1 st to understand then be understood vi. Synergise I. Be proactive ii. End in mind vii. Sharpen the saw Viii Find your voice, inspire others to find theirs Increased visibility of profile to wider NHS Enhanced Individual Leadership skills to improve health service Increased Self awareness and commitment to development Sustained leadership development and application of learning Mr M Langford. Service Manager, Cellular Pathology, Queens Medical Centre Campus, Nottingham University Hospitals NHS Trust, Derby Road, Nottingham. NG7 2UH Leadership Journey Mike Langford There is great value to be had in the journey itself Experience comes from dead ends and wrong turns more than generic steps and milestones Habit Key learning : The adoption of Covey’s 7 Habits of Highly Effective People led to an improved knowledge of self and increase in personal productivity which added value when shared with others. Proactive Language Circle of influence / Concern Negotiation Mission Vision Values Content Feeling Intention Active Listening Delegation & Feedback Habit Skills Habit Outcome Habit Skills

2. FocusOutcome MeasureQ1Q2Q3Q4 Focus on the long term benefit and implement single document system No. of Document revisions153225107803 Focus on compliance, clear findings backlog Non Compliance raised / closed ratio 0.92377 Focus on improvement, ensure audit findings are acted on, clear backlog Audit findings raised / closed ratio 0.42231.712 Focus on trainingNo. of training events174177115175 Focus on CPA AssessmentFindings per assessor dayn/a 2.5n/a Leadership for Quality Mike Langford 40 medical & 140 non medical staff £8m expenditure. 1,200 users 4,500 sq m of estate on 2 Main sites Mr M Langford. Service Manager, Cellular Pathology, Queens Medical Centre Campus, Nottingham University Hospitals NHS Trust, Derby Road, Nottingham. NG7 2UH Background: two services that merged in 2006, CPA application for single service. Two management systems, one electronic, one paper. Staff failed to follow process leading to output variation. Some staff groups were excluded eg bereavement staff Results Aim (End in Mind): To achieve a single, simple, management system that encompassed all staff at all sites Cellular Pathology Service Stats Process Summary: 1.Devise and communicate new Quality Policy (Jul 09) 2.Devise and train to new documentation structure (Start Jul 09) 3.Implement new document structure (Start Nov 09 (Q1)) 4.Build supporting competency framework (Start Apr 10) 5.CPA assessment (April 2010) 6.Corrective action to CPA follow up (Nov 2010) 7.Implement audit and Improvement programme (Start Nov 10) Key Benefits: Identified common processes in service. A competency framework linked to ‘we do what we say we do’. Process standardisation Next Steps: Expand audit & improvement events. Monitor system to ensure changes are embedded

3. David Nicholson. NHS Chief Exec: ‘ it is imperative that we align what we are doing on leadership with what we want to achieve on quality. That is what I call Leadership with a purpose’ Ian Barnes. National Clinical Director Pathology: ‘Productivity gains are not at the expense of quality in pathology