Leadership for Improvement

Dr Catherine HannawaySenior Fellow, Durham University

Cohort 2Learning Workshop 1

Friday 21st October 2011

Clinical Leadership Development Programme

1. Learning Event - 21st October 20112. Learning Event - Masterclass with Cohort 1 11th

November 2011 – Dolphin Centre, Darlington.3. Learning Event – 16th December 20124. Learning Event - 27th January 20125. Learning Event – 2nd 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

IMPROVEMENTSkills &

Knowledge

LEADERSHIPPersonal &

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

• Culture• Context• Capability

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 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

• 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.

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 HannawaySenior Fellow, Durham University

Cohort 2Learning Workshop 1

21st October 2011