Alan Nobbs, Senior Programme Lead Tracy Lonetto, Programme Lead NHS Leadership Academy Healthcare Leadership Model v1.0

History of our Frameworks Leadership Qualities Framework (LQF), 2002 (Specifically for senior leaders within the NHS) Leadership Framework refreshed 2011 Medical Leadership Competency Framework (MLCF), 2008 Clinical Leadership Competency Framework (CLCF), 2011

Why revisit the LF?

The process

Healthcare Leadership Model The Healthcare Leadership Model is made up of nine behavioural dimensions: Inspiring shared purpose Leading with care Evaluating information Connecting our service Sharing the vision Engaging the team Holding to account Developing capability Influencing for results

Supporting tools and resources On-going work: building additional resources such as case studies and personal stories, templates, guidance for specific audiences (i.e. education providers), etc. Supporting self-assessment tool and 360 degree feedback tool –Both tools available via Healthcare Leadership Model Appraisal Hub –Includes support for existing LF 360 degree tool feedback facilitators to update their training to the new tool

The wider context Ensuring the model informs undergraduate curriculum development – working with HEE Working with Royal Colleges and others to help ensure the model informs wider programmes of education and development Building into the design and delivery of core programmes and the wider range of Academy development offerings Working with NHS Employers, and linking to national work on Values-based Interviewing Also undertaking pilot work in the area of Talent Management

Small group discussion Explore the Model and discuss: –How an individual, a team, or an organisation might use it –What else might you/they need to know?

Looking at culture

‘Every interaction by every leader at every level shapes the emerging culture of an organisation’ Michael West Professor of Organisational Psychology Lancaster University Management School

What is culture? Why is it important? ‘Robert Francis made 290 recommendations in his report, but in truth they boil down to just one – that the culture of "doing the system’s business" is pervasive in parts of the NHS and has to change.’ Stephen Dorrell, Chair of the House of Commons Health Committee ‘The greatest challenge leaders and managers in health care face is to change the cultures of NHS organisations so that they deliver high quality, compassionate care and so that all staff are focused on continually improving that care.’ Prof Michael West, Professor of Work and Organisational Psychology at Lancaster University Management School ‘Culture eats strategy for breakfast’ Peter Drucker, management consultant, educator, and author

What is culture? Why is it important? ‘Culture is, of course, a term that is widely used but notoriously escapes consensual definition. Many definitions of culture…nonetheless have in common an emphasis on the shared basic assumptions, norms, and values and repeated behaviours of particular groups into which new members are socialised, to the extent that culture becomes “the way things are done around here”.’ Dixon-Woods M, et al. (2013) Culture and behaviour in the English National Health Service: overview of lessons from a large multimethod study. BMJ Qual Saf 2013; 0:1–10

‘When we care for staff, they can fulfil their calling of providing outstanding professional care for patients.’ West, M., et al (2012) NHS Staff Management and Health Service Quality: Results from the NHS Staff Survey and Related Data Lancaster, Lancaster University and The Work Foundation.

Nature and effect of positive leadership Leadership that emphasises care for staff and high-quality support services Satisfied, loyal, productive and engaged employees High-quality, compassionate care Valued care services and patient satisfaction Successful healthcare organisations & a highly regarded service Adapted from the ‘The Service Profit Chain’ Haskett, J.L., et al (1997)

West, M., et al (2012) NHS Staff Management and Health Service Quality: Results from the NHS Staff Survey and Related Data Lancaster, Lancaster University and The Work Foundation.

West, M., et al (2012) NHS Staff Management and Health Service Quality: Results from the NHS Staff Survey and Related Data Lancaster, Lancaster University and The Work Foundation.

West, M., et al (2012) NHS Staff Management and Health Service Quality: Results from the NHS Staff Survey and Related Data Lancaster, Lancaster University and The Work Foundation.

‘You can’t impose anything on anyone and expect them to be committed to it’ Source: Edgar Schein Professor Emeritus MIT Sloan School

Healthcare Leadership Model The Healthcare Leadership Model is made up of nine behavioural dimensions: Inspiring shared purpose Leading with care Evaluating information Connecting our service Sharing the vision Engaging the team Holding to account Developing capability Influencing for results

Group discussion What is your personal role in influencing organisational culture? How important is it in your role that you think about organisational culture? How do you think the Healthcare Leadership Model can help?

How can the Healthcare Leadership Model help? Focus on behaviours – observable, applicable to all staff Emphasis on understanding and reflecting on your impact (individual) Self assessment and 360 degree feedback Indicators themselves

How can the Healthcare Leadership Model help? Contribute to processes and strategies such as: Recruitment Appraisal and/or PDP Talent management Organisational development Staff development and training 360 degree feedback ‘Group’ Reports

What resources are out there to help? Exploring the Hub

NHS Leadership Academy website Includes: Resources specifically related to the Healthcare Leadership Model such as: –Mapping resources –Guidance for using within Talent Management –Information about the self assessment and 360 degree feedback tool –Coming soon: e-learning modules focussed around each of the nine dimensions –Coming soon: case studies and personal reflections Access to NHSx and Membership Content

Healthcare Leadership Model Appraisal Hub Hosts the self assessment and 360 degree feedback tool

Self assessment Useful for: Personal understanding and development Appraisal and/or PDP Talent management Organisational development Staff development and training Benchmarking

360 degree feedback Useful for: Same as self-assessment Revalidation ‘Group’ Reports Compare strengths and weaknesses within a group – could be a department, team, staff at particular level or profession, development group, etc.

31 Feedback reports

Next steps

Small group discussion What will you do to develop your own leadership action plan? How can you apply the Healthcare Leadership Model in your own organisation?

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