Learning Event 1 12 th July 2013

1. Redcar and Cleveland Public Health Team and Tees Valley Public Health Shared ServicesLeading Health and Wellbeing Programme Learning Event 1 12th July 2013

2. Improving mental health and healthcare systems for communities and service users Develop exceptional leadership skills to drive improvement Build whole system relationships Improving local Health and Well-being SYSTEMS TRANSFORMATIONAL H&W IMPROVEMENT LEADERS LEADERSHIP Personal & Organisational Development IMPROVEMENT Skills & Knowledge Understand & use improvement methods Adapted from the ‘Leadership for Health Improvement Programme’ in ‘Managing for Health’ 2007 Chapter 7. Hannaway, Hunter & Plsek

3. Learning Events x 5 (including 2 half day Master-class sessions) • Development Tools – such as Learning Styles, MBTI, 360 Degree Leadership Assessment and feedback, Belbin Team Roles Assessment etc • Work-based Improvement Initiatives • Team building/buddying/learning trios

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

5. 1) Why am I here? 2) What do I want to get out of the programme? 3) What do I want to share and work on with others on the programme?

6. THE ICEBERG MODEL Above the waterline lie the observable workplace behaviours, practices and discourse: this is ‘the way we do things round here’. Below the waterline lie the underlying beliefs, attitudes, values, philosophies and taken-for-granted aspects of workplace life: ‘why we do the things we do around here’.

7. Leadership framework for improvement 1. Set Direction: Mission, Vision & Strategy Make the future attractive Make the status quo uncomfortable • 3. Build Will • Plan for improvement • Set aims/allocate resources • Measure system performance • Provide encouragement • Make financial linkages • Learn subject matter • 4. Generate Ideas • Understand organisation as a system • Read and scan widely, learning from other industries and disciplines • Benchmark to find ideas • Listen to patients • Invest in research and development • Manage knowledge • 5. Execute Change • Use Model for Improvement for design and redesign • Review and guide key initiatives • Spread ideas • Communicate results • Sustain improved levels of • performance 2. Establish the Foundation • Reframe operating values • Build improvement capability • Prepare personally • Choose and align the senior team • Build relationships • Develop future leaders Source: Robert Lloyd Executive Director Performance Improvement Institute for Healthcare Improvement January 16, 2007

8. 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.

9. Unless transition occurs, change will not work • transition 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

10. Process of Transition

11. TransformationIn an organisational context, a process of profound and radical change that orients an organization in a new direction and takes it to an entirely different level of effectiveness. Unlike 'turnaround' (which implies incremental progress on the same plane) transformation implies a basic change of character and little or no resemblance with the past configuration or structure.

12. Peter Fuda – From a Burning Platform to Burning Ambition http://www.youtube.com/watch?v=Tfn6vD4yyC4