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