1 / 23

Leadership for Improvement

Leadership for Improvement. Dr Catherine Hannaway Senior Fellow, Durham University Cohort 4 Learning Workshop 1 Friday 30th March 2012. Leadership and Management Leadership Qualities Your Leadership Journey. The Learning Cycle and Learning Styles. Actual Experience (Activist)

cece
Download Presentation

Leadership for Improvement

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Leadership for Improvement Dr Catherine Hannaway Senior Fellow, Durham University Cohort 4 Learning Workshop 1 Friday 30th March 2012

  2. Leadership and Management • Leadership Qualities • Your Leadership Journey

  3. The Learning Cycle and Learning Styles Actual Experience (Activist) Testing Reflection Out Observation (Pragmatist)(Reflector) Conclusion (Theorist)

  4. 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.

  5. Leadership and Management • Leaders lead people • Managers manage tasks

  6. 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

  7. What makes a good leader

  8. What would good ‘leadership’ look like for NTHFT?

  9. 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

  10. Process of Transition

  11. North Tees MLCF MANAGER Evaluation:

  12. Change is Different from Transition 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 external, transition is internal. Bridges, W. (2003) Managing transitions: Making the most of change, 2nd ed London, Nicholas Brearley.

  13. Unless Transition Occurs, Change Will Not Work • starts with an ending • the neutral zone is the no-man’s-land between • old reality and new • transitions end with a new beginning ENDING NEUTRAL ZONE BEGINNING

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

  15. 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.

  16. Service Leader Capability Assessment Tool

  17. People/Personal Leadership 1. Inspirational leader of people across professional boundaries 2. Helps others perform their best 3. Continuously aims for self-development 4. Is an effective role-model for others

  18. Quality Leadership 1. Demonstrates outstanding patient commitment 2. Demonstrates commitment to quality of care and outcomes 3. Effectively prioritises patient safety 4. Ensures a positive patient experience

  19. Service Leadership 1. Understands drivers of financial performance 2. Identifies and prioritises opportunities to improve operational excellence 3. Delivers service specific strategies and objectives

  20. 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)

  21. 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

More Related