Since the inception of the NHS, more than 50 NHS public inquiries have been conducted to address catastrophic failures in patient care. The same 5 common themes emerge from each inquiry. Walshe & Higgins (2002) Disempowerment of staff and patients IsolationIsolation Poor communication Inadequate leadership / management Failure of systems and processes
“More than one in ten people admitted to hospital are harmed unintentionally by its care. It is believed there is a one in 300 chance of accidental death through errors in care.”
Effective clinical leadership improves patient care
When I was a child I wanted to….When I was a child I wanted to…. I came into the health service because:I came into the health service because: If I wasn’t working in my current position, I’d like to:If I wasn’t working in my current position, I’d like to: I‘d like to achieve ……. this afternoon:I‘d like to achieve ……. this afternoon:
Leadership: The Myths It’s rare It’s found mainly at the top It’s about being superhuman
John Harvey-Jones (2002) “Leaders in the NHS need imagination, vision & charisma, allied with outstanding communication skills & the ability to fire their staff with enthusiasm”
“Lots of ordinary health care staff are leaders – it is in the very nature of the job. Good care involves winning your patient’s confidence, convincing them to keep to their treatment regimes and inspiring them to battle their way back to health” (Crouch, 2002) Who are the leaders?
Management is efficiency in climbing the ladder… …leadership determines whether the ladder is leaning against the right wall.
Transformational Leadership An approach to leadership which seeks to bring about success and sustainable growth within groups through a change within the consciousness of participants
Leadership and Performance Outcomes Transformational Leadership has a significantly greater impact than Transactional Leadership on: Staff StaffTeamsOrganisations Source: Bass, B.M. (1998) Transformational Leadership: Military, Industrial & Educational Impact. London:Lawrence Erlbaum
Transformational Leaders have: Transformational Leaders have: Staff who: have higher levels of satisfaction, motivation, and performancehave higher levels of satisfaction, motivation, and performance have lower levels of stress & burnouthave lower levels of stress & burnout Teams that…. are more innovative, collaborative and effective are more innovative, collaborative and effective Organisations which… respond more quickly and productively to changerespond more quickly and productively to change are more effectiveare more effective have healthier, more humane cultureshave healthier, more humane cultures (Bass,1998)
What do you consider to be the characteristics of effective Leaders?
Clinical Leadership The Challenges! Clinical Leadership The Challenges!
Challenges to Developing Practice “The greatest difficulty in the world is not for people to accept new ideas, but to make them forget their old ideas!” John Maynard Keynes ‘ Are you kidding? I like it here!’
The truth is that our finest moments are most likely to occur when we are feeling deeply uncomfortable, unhappy, or unfulfilled. For it is only in such moments, propelled by our discomfort, that we are likely to step out of our ruts and start searching for different ways or truer answers. M.Scott Peck
What would you like to challenge / change in your clinical area?
To make people happy To enable people & businesses throughout the world to realize their full potential To experience the emotion of competition, winning & crushing competitors To be the world’s favourite airline & the undisputed leader in world travel for the millennium
By 2015, through the efforts of the Assembly Government, the NHS, local authorities, their partners, the community and individuals, Wales will have minimised avoidable death, pain, delays, helplessness and waste.
We need World Class Leaders to deliver World Class Healthcare
Delivering this challenging strategy will require the full engagement of clinicians and other professionals… …leading and shaping services, ensuring that high standards of care will be the key driver for change.
Visions without actions are merely hallucinations!
The vision must be followed by the venture It is not enough to stare up the steps
To become a leader one must believe in one’s own ability to achieve results for one’s self, but the real job of the leader is not doing it but ENABLING others to do it. Saskin & Rosenbach 1993
Where once leaders were aloof decision-makers, today they are dedicated collaborators & networkers whose role is to ENABLE & 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 Development Dimensions International (DDI), Research Report, January 2006
The biggest disease today is not leprosy or tuberculosis but rather the feeling of being unwanted, uncared for and deserted by everybody Compassion and Care
Everyone thinks of changing the world, but no one thinks of changing themselves. Leo Tolstoy Leo Tolstoy
“If you want to see change, be the change you want to see”
A patient is the most important person in our Hospital. They are not an interruption to our work. They are the purpose of it. They are not an outsider in our Hospital. They are part of it. We are not doing them a favour by serving them. They are doing us a favour by giving us the opportunity to do so.
To be a more effective role model, what would colleagues ask me to: stop doing; stop doing; do more of; do more of; do differently? do differently?