Leadership for Improvement

Dr Catherine HannawaySenior Fellow, Durham University

Cohort 4Learning Workshop 1

Friday 30th March 2012

• Leadership and Management• Leadership Qualities• Your Leadership Journey

The Learning Cycleand Learning Styles

ActualExperience(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

What makes a good leader

What would good ‘leadership’ look like for NTHFT?

• 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

Process of Transition

North Tees MLCF MANAGER Evaluation:

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

http://www.nhsleadership.org.uk/workstreams-clinical-theleadershipframework.asp

• 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.

Service Leader Capability Assessment Tool

People/Personal Leadership

1. Inspirational leader of people across professional boundaries

2. Helps others perform their best3. Continuously aims for self-development4. Is an effective role-model for others

Quality Leadership

1. Demonstrates outstanding patient commitment

2. Demonstrates commitment to quality of care and outcomes

3. Effectively prioritises patient safety4. Ensures a positive patient experience

Service Leadership

1. Understands drivers of financial performance 2. Identifies and prioritises opportunities to

improve operational excellence 3. Delivers service specific strategies and

objectives

Collaborative Leadership

1. Acts within the overall interests of the trust 2. Communicates and collaborates effectively

with other leaders in the trust 3. Engages executive as appropriate 4. Effectively engages with other stakeholders

(GPs, PCTs, social services, internal customers)

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