Health Policy Commonwealth Fund Report: Not Looking Good Latest report places Canada 10 th out of 11 countries in 2014 update Quality care: 9 th Effective care – 7 th Safe care – 10 th Coordinated care – 8 th Patient-centred care – 8 th Access: 9 th Cost-related problem – 5 th Timeliness of care – 11 th Efficiency: 10 th Equity: 9 th Healthy lives: 8th Source: Davis K et al. Mirror, Mirror on the Wall – How the Performance of the US Health Care System Compares Internationally. The Commonwealth Fund June 2014
The challenges of leadership in health When the wind changes direction, there are those who build walls and those who build windmills. Chinese Proverb LEADS in a Caring Environment
The leaders role To help others stay focused on a common purpose.
Leadership Defined “Leadership is the capacity to influence others to work together to achieve a constructive purpose”.
Now Needed: Stronger Leadership Capacity Widespread (Quantity) More people at all levels provide leadership (distributed leadership) Leadership impetus comes from all directions Leadership Accountability is widespread and specific Assumes extensive leadership development infrastructure to build extensive capacity Upgraded (Quality) Transformational Powerful Strategic Long Term Capable of Systems Thinking and Action Focused on influence rather than authority Linked to organizational vision, priorities and implementation strategy
Evolution of LEADS Leadership Gap identified by College in early 2000’s Concern over ability to attract and retain leaders 2004 - 2006 BC funded research project: extensive literature review; interviews; College expert working group; focus groups → LEADS framework 2007 National research project… CHSRF…validated framework behaviours and capabilities 2009 LEADS…in a Caring Environment …common “capabilities” framework 2009 Adoption by the College, HCLABC and CHLNet as national leadership framework 9 2013 LEADS Collaborative partnership formed College assumes governance and operating authority for LEADS business unit
Building blocks for LEADS in a Caring Environment Being Knowing who you are Doing How you lead through your actions Caring Understanding your commitment to others + +
Five domains 4 capabilities per domain Total 20 capabilities Behavioural descriptors at four levels Overview of LEADS Develop Coalitions Systems Transformation Lead Self Engage Others Achieve Results
Lead Self Self Aware Manage Self Develops Self Demonstrates Character LEADS in a Caring Environment
The essential question: Will anyone want to follow you?
Engage Others Fosters Development of Others Contributes to Creation of a Healthy Organization Communicates Effectively Builds Effective Teams
Achieve Results Sets Direction Aligns Decisions with Vision, Values and Evidence Takes Action to Implement Decisions Assesses and Evaluates Results
Develop Coalitions Builds Partnerships and Networks to Create Results Demonstrates a Commitment to Customers and Service Mobilizes Knowledge Navigates Socio-Political Environments LEADS in a Caring Environment
System Transformation Demonstrates Systems/Critical Thinking Encourages and Supports Innovation Strategically Oriented to the Future Champions and Orchestrates Change LEADS in a Caring Environment
LEADS model Outcomes Future Vision Personal Processes Strategic Processes Achieve Results Relationships Change Dynamics Engage Others Develop Coalitions Lead Self Systems Trans- formation
The five LEADS domains are used by leaders at all levels. There is more weight on the L, E, & A domains in early career L E A D S Lead Self Engage Others Achieve Results Develop Coalitions Systems Transformation LEADS Framework Emphasis
Why LEADS works Strengths: Simple Complete Portable Applicable to all levels Coherent & Cohesive Strong internal logic 20