1. Malcolm Wright Chief Executive, NHS Grampian

2. What leaders do Institute for Healthcare Improvement (2013)
1. Person-centredness
Be consistently person-centred in word and deed
2. Front Line Engagement
Be a regular authentic presence at the front line and a visible champion of improvement
3. Relentless Focus
Remain focused on the vision and strategy
4. Transparency
Require transparency about results, progress, aims and defects
5. Boundarilessness
Encourage and practice systems thinking and collaboration across boundaries
Institute for Healthcare Improvement (2013)
High-Impact Leadership : Improve Care, Improve the Health of Populations, and Reduce Costs. IHI White Paper (available at ihi.org)

3. How leaders think Institute for Healthcare Improvement (2013)
1. Individuals and families are partners in their care
2. Compete on value, with continuous reduction in operating cost
3. Reorganise services to align with new payment systems
4. Everyone is an improver
Institute for Healthcare Improvement (2013)
High-Impact Leadership : Improve Care, Improve the Health of Populations, and Reduce Costs. IHI White Paper (available at ihi.org)

4. Unprecedented challenges
Unprecedented ambiguity
Unprecedented opportunity for transformational leadership

5. More
nuanced emergent solutions

6. Less
top down binary answers to complex adaptive wicked problems

7. More clinical and patient engagement
thinking through consequences and impact of changes
use of data, evidence, outcomes
More

8. How can we work together in a way which enables change to sustain locally resilient services as part of wider networks?