Leadership for Improvement Dr Catherine Hannaway Senior Fellow, Durham University Cohort 2 Learning Workshop 1 Friday 21 st October 2011.
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Leadership for Improvement Dr Catherine Hannaway Senior Fellow, Durham University Cohort 2 Learning Workshop 1 Friday 21 st October 2011
Clinical Leadership Development Programme 1.Learning Event - 21 st October 2011 2.Learning Event - Masterclass with Cohort 1 11 th November 2011 – Dolphin Centre, Darlington. 3.Learning Event – 16 th December 2012 4.Learning Event - 27 th January 2012 5.Learning Event – 2 nd March 2012 Work-based Improvement Initiative 360 Degree Leadership Qualities Assessment
Improving mental health and healthcare systems for communities and service users Improving Local Healthcare SYSTEMS IMPROVEMENT Skills & Knowledge LEADERSHIP Personal & Organisational Development TRANSFORMATIONAL IMPROVEMENT LEADERS Develop exceptional leadership skills to drive improvement Build whole system relationships Understand & use improvement methods Adapted from the ‘Leadership for Health Improvement Programme’ in ‘Managing for Health’ 2007 Chapter 7. Hannaway, Hunter & Plsek http://www.youtube.com/watch?v=uztA6JCKB4s
Development Gaps Identified Better communication Team working and understanding culture Negotiation skills Dealing with difficult people – having difficult conversations Being adaptable and more creative Horizon scanning Change management and improvement skills Being ‘business like, but not like a business’
Leadership and Management Leadership Qualities Your Leadership Journey
The Learning Cycle and Learning Styles Actual Experience (Activist) Testing Reflection Out Observation (Pragmatist) (Reflector) Conclusion (Theorist)
Leadership and Management - definitions Leadership is showing the way-showing what to do next. Leadership is not dependent on role or seniority. Management is the responsibility for the use of resources. Management is dependent on role and includes seniority.
Leadership and Management Leaders lead people Managers manage tasks
The Context Since 1974, the NHS has undergone 11 major reorganisations (1 every 3 years) The average career expectancy of a Chief Executive is currently 22 months Leadership instability is not conducive to change, because it creates a ‘trust’ deficit Local management in the NHS is often perceived by clinicians as politically rather than patient driven, a view reinforced through a centralist approach to achieving national targets
Being Spoilt for Choice for key roles and levels Encouraging everyone to spot Talent Encouraging more clinicians to become Leaders Being Reflective of our Communities Transparency around what is required to progress, and support to progress Enabling all healthcare organisations to access the best Leaders Being as focused on Leadership as on finances and clinical outcomes
Change is situational: new site, new boss, new team roles, new policy. Transition is the psychological process people go through to come to terms with new situations. Change is Different from Transition Change is external, transition is internal. Bridges, W. (2003) Managing transitions: Making the most of change, 2nd ed London, Nicholas Brearley.
Unless Transition Occurs, Change Will Not Work NEUTRAL ZONE BEGINNING ENDING starts with an ending the neutral zone is the no-man’s-land between old reality and new transitions end with a new beginning
Personal qualities - such as developing self awareness and acting with integrity. Working with others - such as building and maintaining relationships and working within teams. Managing services - such as planning and managing resources, people and performance. Improving services - such as ensuring patient safety and encouraging improvement; and Setting direction - such as making decisions and evaluating impact.
Some thoughts on leadership and management Genuine concern for others Ability to communicate and inspire Decency Humanity Humility Sensitivity Respect for others Beverley Alimo-Metcalfe summarised the seven qualities as the leader being a servant not a hero
Leadership for Improvement Dr Catherine Hannaway Senior Fellow, Durham University Cohort 2 Learning Workshop 1 21 st October 2011