Senior Management Leadership Programme Review and next steps

Slides:



Advertisements
Similar presentations
A Health and Wellbeing Board for Leicestershire Cheryl Davenport Programme Director.
Advertisements

Action Learning Set: Support for Middle Leadership in Multi- agency settings Summary of progress: January 20th Output from questionnaires: -What.
Healthy Schools, Healthy Children?
Organisational Journey Challenges of Spreading self- management support Workshop 3 13 th May 2015.
Assessing Capabilities for Informatics Enabled Change: The LISA Toolset Informatics Capability Development LISA – Local Health Community Informatics Strategic.
Lisa Koc – Service Manager Workforce Development.
Commissioning Self Analysis and Planning Exercise activity sheets.
1 Health and Wellbeing For All. 2 Katie Paterson Programme Officer - Education NHS Health Scotland.
PHE Local Intelligence Contribution David Meechan, Director for Knowledge & Intelligence (East Midlands), Public Health England.
Better Care Better Health Better Life Leadership Framework The Leadership Framework is based on the concept that leadership is not restricted to people.
Leadership Development Information Pack For Managers 2016 Hampshire Workforce Development, Corporate Shared Services.
Enabling Collaborative Leadership Pioneer Programme A very brief introduction.
Leading Nottingham Programme update to ACOS 7 September 2010 Angela Probert Director of HR and Organisational Transformation Contributions from Lisa Sharples.
Creating Positive Culture through Leadership (Recovery Orientation) Jennifer Black.
Developing a Strategic Framework for Early Intervention: Children, Young People and Families Faith Mann Director of Targeted and Early Intervention Services.
UHC 2030 CSO engagement mechanism Bruno Rivalan IHP+ Northern CSO Representative IHP+ Steering committee 21 th June 2016.
CSPG Report to the LSP 2012 Families with Multiple Problems Update.
New Economy Breakfast Seminar – 13 July What Has Changed?
MODULE 18 – PERFORMANCE MANAGEMENT
Leadership Development at Bruce Power
Connect Well The Social Prescribing Project in Mid Essex
Professor Sally Varnham (UTS)
Wales Best Practice Day 20 October 2016
The impact of change Source: FOLG Summit Tools for the Future Closing the gap between business as usual and where we need to be.
Context for today 7 Regional Partnership Boards now establishing themselves New roles and responsibilities and membership Population assessment Pooled.
Start End What is a project? Definition from PMBOK -
Learning and Development Developing leaders and managers
New Zealand Health Strategy One Team: Where to start, what to do?
Successful Integration is a result of good governance – getting the wiring right Integrated care as an aspiration is simple, and simplest if one begins.
Project Cycle Management
Project Human Resource Management
Poster 1. Leadership Development Programme : Leading Cultures of Research and Innovation in Clinical Teams Background The NHS Constitution is explicit.
Healthcare Change Makers
Great Resources for Busy Heads
Implementing the NHS KSF Action Planning and Surgery Session
Person Centred Care in NHS Wales
Ulrich’s model of HR.
CES Locality working and enabling communities
HR Business Partner Individual Development Plans
Stratis Health Leadership Strategy
Learning and Development Developing leaders and managers
WaterHUB People Worksteam Update 10 July 2018.
Background to The Conference
Presentation for xxxx Date.
Market Strategy Event 21 August 2017
A Share in the Future – Indigenous Education Strategy
Presented by Nichola Brown
SEND LOCAL AREA INSPECTION
The impact of change Source: FOLG Summit Tools for the Future Closing the gap between business as usual and where we need to be.
Building Knowledge about ESD Indicators
Innovative HR Innovative HR in the UK Civil Service Deborah Crewe, Modernising People Management.
Macmillan Cancer Support collaborates with local providers, commissioners, voluntary sector and charity sector and we endeavour to do this across Greater.
Regulation 4 - Elements of the Plan
Joint inspections and co-operation in Scotland
Knowledge for Healthcare
Lifestyle and Wellness Services GM Digital wellness hub “My City” GM Health & social care content PSR content Early help Employment & skills.
Laura Greason Mark Garner Policy & Practice Manager Project Manager
Person and Community Centred Approaches
Portfolio, Programme and Project
Strategy
Anna Gaughan Centre for Local Governance 26th March 2008
Building Capacity for Quality Improvement A National Approach
The Principal Social Worker
NHS Leadership Academy All staff cascade
London Improvement & transformation programme.
Stakeholder & Public Affairs Manager
Getting Knowledge into Action for Healthcare Quality
Why do we request a PIR? The information provided in the PIR helps inspectors to understand how the service meets the five key questions and the plans.
Workbook for Progressing Strategic Priorities at Local Level
Presentation transcript:

Senior Management Leadership Programme Review and next steps Tony Ivko, Ivko Consulting for Andy Begley, DASS Shrewsbury WM ADASS Workforce Lead 19 October 2017

  “Disruptive management is nothing more than you would expect from a good leader”’

3D Leadership Why What (again) What Who did what How Why? Was this programme required What? Was the programme intended to achieve How? Was it structured Who? Was the target participant What (again) Did they achieve Bonus slides What next

Why? Volatility Complexity Uncertainty Partnerships Environment is marked by volatility, complexity and uncertainty. These factors are there for ourselves and our partners. The environment in which we operate requires a response that is beyond traditional forms of change, with senior managers being equipped to exercise leadership as well as management, taking the lead on making change within their service areas It’s not just looking for new managers, we need to ’grow our own’ leaders, their confidence and skill sets & a develop a cohort of senior managers to support the work of the region. The target group is proposed to be tier 3+4, senior managers who have responsibilities for service areas and represent the Council at multi agency partnerships, shaping the agenda that make decisions about change. The outcome would be to develop managers who can represent councils at multi agency meetings, confident that they understand the central role of Council co-ordination of services around their population, a Place to live not just a collection of services. AND provide a

What? Political Nous Professional presentation Strategic Performance Management System Leadership There is a gap at tier 3 & 4, a lack of consistency across the region when working in a multi agency environment. To equip confident managers, there is a need to provide input in four core areas; Political Nous – a mature understanding of democratic legitimacy, the role of the whole council in meeting the needs of local people. Confident In working with Cabinet members. Equipped with a practical knowledge of how to use the corporate framework to make the changes required for their areas of work. Professional presentation – confidence in presentation, able to use themselves to make a positive impact on others and further the Councils agenda in partnerships. Strategic Performance Management – confident in planning ahead, preparing papers having already worked through the required performance framework to deliver the outcome. Understanding risk management, triangulating financial and performance reporting to develop assurance mechanisms and able to report confidently to their executive managers on progress. System Leadership; confidently engage with varied groups, to develop system wide commitment to change, able to understand when to stand back to let others take a lead and confident when not to. Leader/ Managers who will take a lead in making change, positively challenging their own service as well as others

How? ’ Workshops Leadership in a Political Environment Personal presentation & Presence Mindfulness for Strategic Managers Strategic Tools of change Design transformation programme for 1st Line Managers  ’ Note; Development not training. Providing input for senior, experienced manager/ leaders and expecting outputs and outcomes Focus on identified core of knowledge and skills

Mid-Term Review ’ Attendance Punctuality Balance of Input & Group Work Increasing Engagement, Commitment & Enthusiasm  ’ Note; Development not training. Providing input for senior, experienced manager/ leaders and expecting outputs and outcomes Focus on identified core of knowledge and skills

Who did what? ’ 12 Managers from 10 Councils met for 6 days Delivered 3 Toolkits; Political Briefing Template SRO Assurance Toolkit 1st Line Managers Development Toolkit (together with the offer to deliver this themselves) So what changed . . . . . ?  ’ Note; Development not training. Providing input for senior, experienced manager/ leaders and expecting outputs and outcomes Focus on identified core of knowledge and skills

What How Why Political Nous System Leadership Strategic Performance Management Professional Presentation System Leadership Understanding the role of the 151 and monitoring officers Political relationships within roles Shaped the briefing note- critical information Why What Disruptive management Motivational leadership Emotionally resilient leaders Understanding purpose and functions Making strategy real Developing tools to deliver- SRO How The ‘Why’/ purpose of role changes what it is that leaders have to do, changing what leaders do changes how they work The programme has focussed on 4 key areas of development: Political nous- Strategic Performance Professional presentation System leadership Essentially the ‘why, what and the ‘how’ This is the combination that has been the most successful and forms the basis of our offer Confidence in presentation Critical conversations Acting the part

What is the Purpose of your Role? Pre 3D Listing of service and management responsibilities, budget, partnerships and meeting targets (Pre 3D Leadership)  ’ Note; Development not training. Providing input for senior, experienced manager/ leaders and expecting outputs and outcomes Focus on identified core of knowledge and skills

What is the Purpose of your Role? Post 3D Outcomes; My role as leading my service strategically to enable individuals to make a positive difference to their lives. Has a responsibility as an enabler of change and that communication and relationships with others is key to this. Owning the culture change in my part of the organisation. As a leader to exercise the influence I have to changing the culture and function of teams and services. Support the DASS in developing legitimacy across the Council in respect of Adult Social Care.  ’ Note; Development not training. Providing input for senior, experienced manager/ leaders and expecting outputs and outcomes Focus on identified core of knowledge and skills

What is the Purpose of your Role? Post 3D Outcomes; Own the responsibility to developing and pioneering aspects of social care and health together as partners. To develop the strategy that guides the frontline delivery of ASC by working with partners (internal & external) to deliver essential support to those in need – in other words make sure Nellie Sproggatt’s grandson Billy lives well. To live in unchartered waters and guide other through it – to being open to change, owning and responding to the challenges that face us. Ensuring that my own resilience is intact and lead by example – in other words survive the unchartered waters and help others to do so.  ’ Note; Development not training. Providing input for senior, experienced manager/ leaders and expecting outputs and outcomes Focus on identified core of knowledge and skills

Cohort 1 offer and request “You have shown how to rock the boat without falling out” At their final presentation to a panel on what they had learnt, the cohort offered three products that they had developed themselves for use by colleagues in the region after working together for only 6 days. 3D Political briefing as an WM ADASS  template; an aid to preparing focussed briefings to Cabinet members. 3D Senior Responsible Officer (SRO) Assurance Toolkit; a pull off the shelf aid when appointed as the SRO for major programmes. 3D First Line Managers Development programme; if senior managers are changing, the expectations of those who report to them will change. This development programme is for first line managers and will be run by Cohort 1 members across the region. “Your confidence comes across” (‘after only 6 days together!’)  ’ Note; Development not training. Providing input for senior, experienced manager/ leaders and expecting outputs and outcomes Focus on identified core of knowledge and skills

  “Disruptive management is nothing more than you would expect from a good leader”” Cohort 1 feedback

Next? (Bonus Slide) Cohort 1 Leadership in a Political Environment Personal presentation & Presence Mindfulness for Strategic Managers Strategic Tools of change Design transformation programme for 1st Line Managers Future Cohorts Personal Impact Strategic Tools for change Wicked Issue; Description, analysis, option appraisal Wicked Issue; Programme for change Presentation to WMA ADASS Workforce Future Cohorts Core inputs remain, However, there is a limit how many times a political briefing, SRO toolkit and 1st line managers development programme can be developed. To use cohort 1 members as part of the input, use their experience and linking across cohorts – ‘Roll in’ Change; Capacity to respond to Wicked issues identified by WM ADASS and develop a programme of change