Clinical Leadership Development Centre – Day 2 Ian Govier (Facilitator) Allied Health Professionals Bro Morgannwg & Swansea NHS Trusts

Aim of Clinical Leadership Development Centre This aim will be achieved via learning and development activities that are based upon the NHS Leadership Qualities Framework To enhance the clinical leadership awareness of participants in order to shape, deliver and improve healthcare services.

Personal Qualities – focusing on leadership self-awareness and development;Personal Qualities – focusing on leadership self-awareness and development; Setting the Direction – focusing on political awareness and the ‘bigger picture’;Setting the Direction – focusing on political awareness and the ‘bigger picture’; Delivering the Service – focusing on team development and change.Delivering the Service – focusing on team development and change. NHS Leadership Qualities Framework (LQF)

To explore how we can develop & sustain Effective Teams and deal with and manage Complex Change

Permanent White Water (Vaill, 1996)

The Constants Change Change Choice Choice Principles Principles (Covey, 2006)

Developing & Sustaining Effective Teams - principles

Leadership in the new millennium has comprehensively come of age. Where once leaders were aloof decision-makers, today they are dedicated collaborators whose role is to give power to their TEAM rather than wield power to their own ends. Leaders on Leadership– an intimate view of life at the top of Europe plc Leaders on Leadership– an intimate view of life at the top of Europe plc Development Dimensions International (DDI) Research Report, January 2006

What is a team?

A team is more than just a group of individuals who work together. A team is a small number of individuals with complementary skills committed to a common purpose, common performance goals and an approach for which they hold themselves collectively accountable. (2007)

A team is a group of individuals who work together to produce products or deliver services for which they are mutually accountable. Team members share goals and are mutually held accountable for meeting them, they are interdependent in their accomplishment, and they affect the results through their interactions with one another. Because the team is held collectively accountable, the work of integrating with one another is included in the responsibilities of each member. (Mohrman and Cohen, 1995)

Teams possessing the following characteristics are more effective in delivering high quality care: clarity of team objectivesclarity of team objectives high levels of participation from all team membershigh levels of participation from all team members high emphasis on qualityhigh emphasis on quality high support for innovationhigh support for innovation Health Care Team Effectiveness Project (Borrill and West,2002)

Teams – when things go off course!

The Five Dysfunctions of a Team (Lencioni, 2002) Absence of TRUST Fear of CONFLICT Lack of COMMITMENT Avoidance of ACCOUNTABILITY Inattention to RESULTS

The Five ‘Functions’ of a Team (Lencioni, 2002) Evidence of TRUST Acceptance of CONFLICT IncreasedCOMMITMENT ClearACCOUNTABILITY Attention to RESULTS

What are some of the characteristics of an effective team?

It Takes a Team Coming together is a beginning Keeping together is progress Working together is success John C. Maxwell

In health care terms, what difference does team working really make?

Borrill & West (2002) found that individuals who worked in well functioning teams had lower levels of stress and better mental health. Their research demonstrated a significant relationship between the percentage of staff working in teams and patient mortality. Where more people work in teams, the death rate among patients is significantly lower. There is much to be gained by enhancing team functioning and effectiveness!

Task Individual Team ActionCentredLeadership John Adair (2002)

Achieve the Task Develop the Individual Build the Team Action Centred Leadership

Let’s Nail It! Team Exercise

How do we motivate teams to action?

The ‘8 Rules’ for Motivating People: Be motivated yourselfBe motivated yourself Select motivated peopleSelect motivated people Treat each person as an individualTreat each person as an individual Set realistic but challenging targetsSet realistic but challenging targets Understand that progress itself motivatesUnderstand that progress itself motivates Create a motivating environmentCreate a motivating environment Provide relevant rewardsProvide relevant rewards Recognise successRecognise success

How am I doing as a Team Leader? Team Leader Checklist

Real teams do not develop until the people in them work hard to overcome the barriers of collective performance. Overcoming barriers to performance is how groups become teams. Katzenbach (1993)

Initiator beginning actions and processes that promote team development and performance Model shaping behaviour and performance that reflects the expectations set for the team Coach serving as counsellor, mentor and tutor to help team members improve performance The 3 important roles of a Team Leader

Code of Conduct for NHS Managers Patient-centredPatient-centred AccountableAccountable Performance orientedPerformance oriented Responsive to local needsResponsive to local needs Equal, diverse & values inclusionEqual, diverse & values inclusion Partnership focusedPartnership focused National Assembly for Wales (2006)

Final Thoughts Final Thoughts

The Constants Change Change Principles Principles Choice Choice (Covey, 2006)

What am I doing to become a transformational clinical leader?

What am I (are we) going to do differently after today?

If we always do what we’ve always done… …we’ll always get what we’ve always got!

The ‘Trim Tab’ effect

‘Trim Tab’ HMS

Be a TRIM TABBER!

and finally…

If the world were merely seductive, that would be easy. If it were merely challenging, that would be no problem. E.B. White But I arise in the morning torn between a desire to change the world and a desire to enjoy the world. This makes it hard to plan the day!

Thank You Diolch Website: