Better leadership, better care: How strengthening leadership can help you drive quality LCAS Forum Tri-Borough Event Hammersmith, 117 th July 2013 Debbie Sorkin Chief Executive, The National Skills Academy for Social Care

What this presentation covers  Introduction: the role of the Skills Academy around leadership  Leadership; what we think it is, why we think it matters – especially now  What leaders can do to make social care excellent: practical steps o Use The Leadership Qualities Framework o Recruit and select o Focus on development and continuous improvement o Measure something o Support your Registered Managers o Come together in a new social care landscape o Recognise and celebrate: stand up for social care  How everyone has a part to play: Leadership starts with all of us

Introduction: the role of the Skills Academy around leadership “The sector needs high-quality leadership at all levels...[it] is essential to the delivery of all the proposals in this White Paper.” Caring for our future: reforming care and support, July 2012 “[Social Care] lacks confidence. As a result it is timid in its vision and ambition for how adult social care services can be delivered.” Social Care: A Review. Dame Denise Platt, 2007  “There is a unique culture within social care....Social care is often positioned ‘in the shadows’. This is disempowering [and] has the effect of reducing confidence and stifling innovation.” Feedback from Skills Academy consultation on Leadership Strategy for Adult Social Care, 2012

Traditions...

The role of the Skills Academy: leading on leadership in social care Backed by DH and BIS Covering adult social care but also working with health and children’s services Specific remit to improve leadership and commissioning, and to support Registered Managers Employer-led: reaching providers, trainers, local authorities and other commissioners Membership body leadership programmes for all levels endorsement for high quality trainers Leadership Starts with Me Leadership Qualities Framework Leadership Development Forum

Some of our Members Cheshire Homecare Services Ltd

Leadership: what we think it is Not just about authority at the top of organisations It’s a practical understanding – and awareness – about how you do what you do, and the impact on others So it’s about behaviours, and taking responsibility for them And it’s everyone’s business – people working at all levels in social care “People do not experience our values, they experience our behaviours.” Bill Mumford, CEO, MacIntyre

Leadership: why we think it matters, especially now Demandgrowing and becoming more complex e.g. ageing population, ‘the oldest old’, changes in people’s expectations Supply/Resourcesreducing in relation to time and money e.g. local authority cuts, lower household income, fewer resources for training Changesbewildering and far-reaching e.g. in structures, customer base, regulation and relationships Culturesome things aren’t changing enough “Who Cares?”: 83% of respondents felt the care sector was negatively represented in the media

Demand: (Life) expectancy and expectations

Leadership: why we think it matters, especially now Demandgrowing and becoming more complex e.g. ageing population, ‘the oldest old’, changes in people’s expectations Supply/Resourcesreducing in relation to time and money e.g. local authority cuts, lower household income, fewer resources for training Changesbewildering and far-reaching e.g. in structures, customer base, regulation and relationships Culturesome things aren’t changing enough “Who Cares?”: 83% of respondents felt the care sector was negatively represented in the media

Implications: good leadership can be a lifeline: the place of leadership is to help you deliver quality in difficult times Unprecedented mix of circumstances: demand, supply, structural change, cultural stasis – leading to: o Revenue challenges and funding pressures for employers – and for some, issues of managing growth/consolidation o Need to do more – and more complex - with less o Working with wider group of stakeholders – CCGs, public health, personal budget holders, housing, planning o Need for adaptability/innovation - reconfiguring services, working with new client groups, providing flexible care models o Need to re-inculcate the old virtues and values – dignity, compassion – emphasised especially post-Winterbourne and Mid-Staffs

What you can do to strengthen leadership: The Leadership Qualities Framework Guide to what good leadership looks like Describes what good leadership looks like in different settings and situations Defines good leadership for people at different levels: Front-line Staff Front-line Leaders Operational Leaders Strategic Leaders Basis in values and behaviours that follow on from them Grounded in everyday practice and written in plain English, so accessible to everyone Applicable in integrated services

The Leadership Qualities Framework: how it works Based on structure of NHS Leadership Framework Groups behaviours into seven areas, called Dimensions Five Dimensions relate to areas in which all social care professionals need to demonstrate leadership Two apply specifically to senior staff Each Dimension has four elements The LQF takes each element and gives a short description of what quality leadership looks like at different levels

The Leadership Qualities Framework: how it can help you in driving quality Essential tool for small, medium and large employers to measure and strengthen leadership capacity Also for micro-providers, user-led organisations, and service users who commission services For commissioners and regulators to use as a guide/quality indicator Use for recruitment, performance management, appraisal and CPD Mapped to CQC Essential Standards Online self-assessments for benchmarking: 360° feedback: organisational assessment

What you can do to strengthen leadership: actively recruit and select for leadership behaviours and social care values Examples: MacIntyre, Anchor Values-based toolkit for employers - go to The MacIntyre Profile: Great Interactions Starting point: “what makes a great care worker?” Led to personality profile for people who consistently deliver high quality, personalised care, and framework for recruitment Now shapes overall workforce policy: all employees responsible for standard of their own practice: line managers responsible for team practice

What you can do to strengthen leadership: see leadership as for everyone, see it as a craft, and develop it “...there are certain aspects that must be there in any leader: intelligence and emotional intelligence are two aspects, but you can teach skills, you can give people opportunity to develop leadership confidence. “ “So while you do need some basic core principles and values and intelligence, you can teach leadership.” Commodore Jake Moores, Head of Royal Naval College, Dartmouth: Skills Academy Seminar Series for Senior Leaders.

What you can do to strengthen leadership: focus on behaviours and use coaching/reflective approaches Example: Front-Line Leaders Programme “I am now constantly assessing my own practice and have the means to better myself, which in turn creates a happier, smoother workplace, which most importantly improves the quality of service we offer.” Leadership development for front-line or first-time leaders Workplace-based: uses coaching and self- reflection, building self-awareness around impact on others and using outcomes as basis for action

What you can do to strengthen leadership: measure something Use any of the seven Dimensions and the behaviours described in them You don’t need to be an academic or have a research grant Ask your Staff, Service Users and Carers/Relatives What is interesting to you? If you measure something interesting, you’ll find something interesting Just start – be a ‘positive deviant’

What you can do to strengthen leadership: support your Registered Managers New programme now available from the Skills Academy, including: national network community of practice funding for local networks free training events advice, guidance and support HR, legal and experienced Registered Manager support Online resources

What you can do to strengthen leadership: come together in a new social care landscape Practice leadership - networks and forums of support, e.g. for Registered Managers Collaborative leadership - links with commissioners – health, social care, individual Community leadership - links with and for community groups and micro-employers: focus on assets and social capital

What you can do to strengthen leadership: recognise and celebrate: stand up for social care

What you can do to strengthen leadership: Celebrate and influence: stand up for social care Social care as key driver of local economies Social care as growth sector Social care as local employer Social care as community hub/link Social care as source of innovation Social care as source of good news stories for local media/MPs/ Councils/Health and Wellbeing Boards Social care staff as people to be celebrated

Everyone has a part to play: Leadership starts with all of us. Because everyone can do something about changing what they do and how they do it. So everyone can be a leader to some degree. Everyone can have a go, and everyone can make a difference. And everyone can be a force for change.

The National Skills Academy for Social Care