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Fiona Jenkins and Dr. Robert
Jones Hamilton, New Zealand
1st April 2014
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Ballooning topicsLeadershipManagementManagement quality
matrixThe added value
of allied healthBallooning issues
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Great Leaders Can you think of a great leader?Think about men and women whom you
believe have led organisations, communities or nations to greatness?
Who do you know?How well do you know what they stood for?
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“All that separates, whether of race, class, creed, or sex, is inhuman, and must be
overcome.”
Kate Shepherd
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“Success is not final, failure is not fatal: It is the courage to continue that counts.”
Sir Winston Churchill
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One goal – to uplift the Maori race spiritually, culturally, and economically
Sir Āpirana Turupa Ngata
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“Kind words can be short and easy to speak, but their echoes are truly endless.”
Mother Theresa
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“A good head and a good heart are always a formidable combination.”
Nelson Mandela
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Incarcerated ………..
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Long walk to freedom ………..
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“Memories are fallible and a timer can save a lot of hard work from going out of the window”
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Characteristics of Great Leaders
Kouzes and Posner 1995 n=20,000 Asia, Europe, Australia & US
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What is Leadership?“Where there is no vision, the people
perish.” Proverbs 29:18
“A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it
ourselves.” —Lao Tzu
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What is Leadership Effectiveness?
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What sort of leader are you?Autocratic
Bureaucratic
Democratic
Laissez Faire
Sees themselves as sole decision maker
Strictly by the book
Joint decision making
Hands off approach
Shows little concern for others’ opinion
Relies on rules and regulations
Shares responsibility
Turns over control, delegates authority
Focuses on goal completion
Act like a police officer
Collaborates opinions
Works well when employees are self motivated
Dictates tasks Appropriate when employees are given no discretion
A concerned coach
Each to his own
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RolesTask Centred People CentredLeader directs
employee work to goals
Spends timeGiving instructionsPlanningFocusing on
deadlinesDeveloping
schedules
Leader respects individual ideas and feelings
Spends timeListeningEstablishing
trustDeveloping
teamwork
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Geese Lessons1.The Importance of Achieving Goals2.The Importance of Team Work 3.The Importance of Sharing4.The Importance of Empathy and
Understanding 5.The Importance of Encouragement
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The Tools of a Leader
1. This is the situation2. Here is the plan3. What’s the evidence?4. Tell me more5. Remember our values6. I trust you7. You can count on me 8. We can do better9. You’re doing OK10. Let’s celebrate
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Team work
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Why teams?Greater than the sum of its partsA range of talents and capabilitiesInnovation & CreativityImproves communicationLearn from each otherProvide mutual help and supportTeam culture, energy, drive, commitmentIn healthcare……..reduces mortality and
harmStart a trend for others to follow
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The Efficient ManagerGood organiserProcess drivenProblem solverCollects dataSaves moneyCome in on budgetTarget achieverPuts out bush firesIs a thermometer
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The Effective ManagerApplies evidence baseDevelops knowledgeExploits opportunitiesSees an opportunity in every
problemInterprets dataMakes moneyPoses the right questionsSees from a helicopterInspires othersDevelops fire prevention measuresIs a thermostat - and anticipates
change
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What have people said…“To be a good leader you have to show they you are a capable manager” Filochowski“You can't manage what you can't measure” Deming“What's measured improves” Drucker“There is nothing so useless as doing efficiently that which should not be done at all.” Drucker“Management is, above all, a practice where art, science, and craft meet” Mintzberg
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“Leadership is the capacity to translate vision into reality.”
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Manager and Leader Management focuses on specifics not generalities. Focus on specific things, implement specific solutions
Leadership often less specific, a wide range of situations, circumstances and requirements
Process
People
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Ballooning IssuesCash strappedDemographic changes
– ageing societyPublic health issuesWorkforce efficienciesCultural needsPatient safety and
qualityData to drive decision-
makingWorkforcePathways of care
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Ballooning solutions for Allied HealthThe Sky is the limit Opportunities
Keeping people healthier...for longer
Key to keeping people out of hospital
Key to minimising hospital staySupport long term condition and
end of lifeThe cost effective and efficient
solutionDefine AH career framework
Advance practiceRole substitutionBetter use of support staff
7 day workingManagement quality
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Efficient and Effective Allied Health
Efficient EffectiveQualityEfficiency - best
outcomes for least cost
Access to care EquityHealthy lives
Evidence-basedOutcome
focussedPROMsPREMS
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“Quality is never an accident; it is always the result of high
intention, sincere effort, intelligent direction and
skillful execution; it represents the wise choice of many
alternatives.”William A. Foster
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Making the health and care systems fit for an ageing population1. Healthy, active ageing and supporting
independence 2. Living well with simple or stable long-term
conditions 3. Living well with complex co-morbidities,
dementia and frailty 4. Rapid support close to home in times of crisis 5. Good acute hospital care when needed 6. Good discharge planning and post-discharge
support 7. Good rehabilitation and re-ablement after acute
illness or injury 8. High-quality nursing and residential care for
those who need it 9. Choice, control and support towards the end of
lifehttp://www.kingsfund.org.uk/publications/making-our-
health-and-care-systems-fit-ageing-population
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Career Framework for Health Workforce NZ
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Relationship of Specialist and Advanced Practice
http://www.wales.nhs.uk/sitesplus/829/page/43256
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7 day workingIf we are needed 5/7, why
not 7/7?Do you do some already?It needn’t cost more $Can be a good solution
for staff with carer needsRaises profile of your
serviceIts intuitively right
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Management Quality Matrix1. Strategy2. Patient and service
user experience3. Clinical excellence4. Finance5. Information/
metrics6. Activity7. Staff resource
effectiveness8. Staff management
and development
9. Service improvement and re-design
10.Leadership and management development
11.Risk management12.Corporate
governance13.Communications
and marketing14.Key performance
indicators
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How the Matrix is ConstructedStandardsComponentsSystematic review and evaluation
MeasurementTargets are not goals in themselves
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Does Your Service Have Alignment?
Between : Strategy Vision Desired Outcomes Performance
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Standard 2 Patient and Service User Experience, Patients’ views and experiences are actively sought and incorporated into service redesign 2.1 Does your service use patient
survey data to benchmark its services to patientsIf yes, can you provide evidence where
you have used this to improve services?2.13 Do you have a web site that the
public can access information about your service?
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Standard 10 Leadership and Management DevelopmentThe service has effective leadership and management arrangements in place
10.1 Does the organisational structure support effective leadership and management?
10.4 Is leadership and management development programme in place for your staff?
10.10 What % of staff in leadership/ management positions have undertaken management training?
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How its used Share with your team
Completed standard by standard
EvaluationSummaryAction plan
USE
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What is the special contribution of AHP managers and leaders?
Leadership of integrated care
Facilitation of safe timely discharge
Skilled in capacity management
Innovative solutions Culture of effective
team workingAbility to re-design
clinical systems
Clinically credibleUnderstand the
evidence -baseComprehensive
understanding of illness, disease and long term management
Wide understanding of public health agenda
Problem solving skillsCost effective
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Allied Health Leaders Can DeliverWorkforce, skilled flexible
and efficientHighly skilled clinicians,
and well trained support staff
Staff who promote self care and reduced dependency
Leaders who can prioritise for efficiency gains
Team workers with a “can-do” culture
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Use Positometry
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Some Resources for you
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Ka kite anō