2. Chartered Society of Physiotherapy
CSP Leadership Development Programme: an approach to developing leadership capacity within the UK physiotherapy profession
Stuart Palma
Head of Programme
Chartered Society of Physiotherapy
@SP_Physio

3. Presentation Outline The Need Programme Outline 2017 Cohorts
Evaluation
Future Plans

4. Why a leadership development programme?
Insight
Member Insight to understand perceptions of leadership
Perceptions?
Lack of training opportunities
Medical/nursing dominance of roles
Asks?
Bespoke leadership training for physiotherapists
Mentoring opportunities
Many other professions are represented in leadership roles where physiotherapists are not always present. Why?
The CSP conducted member insight work to further understand members’ perceptions of leadership.
We found:
Members valued the impact of effective leadership on their team and patients
Key barriers to more physio leaders include traditional structures and roles – including the medical and nursing dominance in health care leadership
Members felt there were fewer training opportunities in the current economic climate
Members wanted leadership development that was unique to physiotherapy

5. ‘What is it like being on the receiving end of you?’

6. ‘What are your values?’

7. CONNECT WITH YOUR POTENTIAL
© Connect Oxford

8. Transformational Leadership Transactional LeadershipVs
Transactional Leadership

9. ‘Don't leave inferences to be drawn when evidence can be presented’ Richard Wright

10. Evaluation Why evaluate? How?
Understand experiences so far of the pilot cohorts
Inform future development and direction of the programme
Inform future funding
Understand long-term outcomes and impact of the programme
How?
Mixed methods approach
Surveys
Qualitative interviews with cohort participants
Why evaluate? – I’m trying to find a quote to go here – am sure there is an Archie Cochrane one or similar  KC
Purpose of the process evaluation – to understand experiences so far and inform future programme development
Long-term impact evaluation purpose – to understand the outcomes and impact of the programme to the profession in the long-term
Pilot Programme evaluated so far at three and six month stages
Mixed methods approach – surveys and qualitative interviews with cohort participants

11. Evaluation Findings Four key areas measured (pre, six months & beyond)
Influencing Others
Enabling Change
Empowering Others
Self-awareness
All participants said they would recommend the programme to a colleague
Participants have improved on a number of skills since before beginning the programme:
Influencing Others
Enabling Change
Empowering Others
Self-awareness
These areas were measured pre-programme, at six months and will form part of the long-term follow up.
Participants are implementing learning from the programme into their practice

12. 100% would recommend the LDP to a colleague

13. Participant confidence with influencing others (n=44)

14. Participant confidence with enabling change (n=44)

15. | Participants’ confidence in empowering others (n=44) |

16. Participants’ perception of their self-awareness level (n=44) |

17. ‘At the beginning of the course they were talking about progressing…I was like, ‘I don’t want to do that,’…but now a band seven opportunity has come up and I’ve had to apply…I’m more ready to take that next step.’

18. ‘The type of leader I was, I don’t feel that people often give you feedback. In the ALS, people were critically challenging…its really beneficial and something I wouldn’t have got otherwise. That’s an opportunity I don’t think many people get.’

19. ‘I felt very confident going into the interview
‘I felt very confident going into the interview. I was able to draw on experiences of things I’d learnt in the workshops. I was really confident in my interview and I think a lot of that comes down to the leadership course.’

20. ‘It was a whole new step…checking myself before a conversation to make sure I was going to come across in a way I wanted…those checks and reflections are getting in earlier.’

21. 2018 Programme Developments
Action Learning (ALS)
Earlier introduction to action learning facilitators
Addition of a 5th module to ‘spread’ learning
An entire module now dedicated to ALS, increasing capacity in other modules
Increased virtual contact throughout programme
Virtual webinars
1:1 coaching sessions
Due to pilot nature, some elements have been altered following evaluation feedback. This includes:
Earlier introduction to action learning set facilitators
Addition of a 5th module to spread learning
More virtual contact throughout the programme, including;

22. Conclusions Highly valuable for participants
Highly reflexive mind-set  Transactional to Transformational
Participants demonstrating leadership behaviours
Many participants are now working in senior positions
Participants are utilising their skills in the clinical and non-clinical settings
Step change in ambition and motivation
Using service and quality improvement methodology on a daily basis
Better awareness of their impact on others

23. Where Next? Future Evaluation – 12/24/36/48 months Alumni Network
2018 Cohort
Sustainability Appraisal

24. With thanks: 2017 participants CSP project team Connect Oxford Limited
CSP’s Charitable Trust

25. Questions?