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Part 4 of… CHANGE, LEADERSHIP AND THE INTERDISCIPLINARY TEAM CORK JUNE 10 TH 2009 Malcolm Rae, OBE, F.R.C.N., Mobile

Part 4 of… CHANGE, LEADERSHIP AND THE INTERDISCIPLINARY TEAM CORK JUNE 10 TH 2009 Malcolm Rae, OBE, F.R.C.N., Mobile: 07969895710 Email:malcolmrae@blueyonder.co.uk. WHAT ARE YOUR ATTRIBUTES AND CHARACTERISTICS?. Are you an ostrich – that denies and refuses to change?

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Part 4 of… CHANGE, LEADERSHIP AND THE INTERDISCIPLINARY TEAM CORK JUNE 10 TH 2009 Malcolm Rae, OBE, F.R.C.N., Mobile

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  1. Part 4 of… CHANGE, LEADERSHIP AND THE INTERDISCIPLINARY TEAM CORK JUNE 10TH 2009 Malcolm Rae, OBE, F.R.C.N., Mobile: 07969895710 Email:malcolmrae@blueyonder.co.uk

  2. WHAT ARE YOUR ATTRIBUTES AND CHARACTERISTICS? • Are you an ostrich – that denies and refuses to change? • Are you a turtle that withdraws? • Are you a poodle – that gives in, rolls over, or sticks its leg in the air to be tickled? • Are you a lemming – that waits and sees and then follows?

  3. WHAT ARE YOUR ATTRIBUTES AND CHARACTERISTICS? • Are you a gorilla – that repeatedly bullies, overpowers and forcefully achieves? • Are you an owl – intellectualises and then decides who is inadequate? • Are you a cunning fox who constantly looks for prey, but is eventually hunted itself? • Are you an elegant swan who calmly glides around, or are you a sheep, timid who finds any disagreement unpleasant?

  4. TO BE SELF AWARE, BE YOURSELF, BUILD ON PERSONAL STRENGTHS, BUT DON’T IGNORE WEAKNESSES AND PROJECT YOURSELF.

  5. “What are your strengths and weaknesses”? • “Do you sympathise, empathise and organise, or do you hypnotise or terrorise”? • “If you were a fly on the wall and your colleagues were discussing you, what do you think they would be saying”? • ‘Lean forward to be noticed’. • “A shy man never produces any children”.

  6. INVOLVEMENT IS THE KEY • Staying focused, don’t be distracted, be consistent. • Being astute, leading with knowledge, passion and enthusiasm, and having a zest for what you do. • Bringing others with you, pulling as you push.

  7. RESUME OF VALUES • Having a positive outlook and enthusiasm. • Respect for self and others. • Being accountable. • Collaborating and co-operative. • Courtesy. • Integrity. • Modesty. • Warmth, sensitivity, and empathy. • Courage. • Loyalty. • Work ethic.

  8. LORD DARZI’S REPORT Must do more to develop clinical leadership

  9. Expectations of patients and staff and information

  10. “Trying to influence an organisational culture without realistically dealing with clinical leadership, is like trying to take a core from an apple without breaking the skin”

  11. CULTURE DICTIONARY DEFINITION “THE CUSTOMS AND ACHIEVEMENTS OF AN ORGANISATION” “CONDITIONS SUITABLE FOR GROWTH”

  12. Must have willingness amongst those who deliver the service to move to new ways of working Willingness needs to be enabled and empowered

  13. People will not be persuaded by command and control Give them insight Clinical leadership is the tool that can give these insights and influence behaviour

  14. Clinical leadership requires renewal Biggest obstacle is the lack of clinical leadership, in transforming culture, overcoming custom, practice, tradition and convention sometimes power struggles and conflict, along with anxiety re change. “CULTURE EATS STRATEGY FOR BREAKFAST”

  15. Clinicians as navigators Services need people with real clinical credibility and authority more than ever

  16. Clinical leaders should be more concerned with augmenting professional standards than with protecting professional status and old ways of working. If clinical leadership is strengthened, morale, motivation and patient outcomes are likely to be improved.

  17. Also, A culture of innovation, team working and ability to manage the unexpected.

  18. CULTURE CONCERNS – INQUIRY REPORTS Underlying themes of : • Poor leadership • Professional isolation • Poor partnership working • Ineffective systems and processes • Tribalism between profession / clinicians • Disempowerment • Excessive managerialism • Poor communication • Power struggles • Skills, qualifications, attitudes, experiences being incongruent with delivering best clinical and evidence based practice.

  19. Team issues : • “Everyone knows, but nobody says” culture • Active covering up • Indecision • Cliques A disconnect between managers and clinicians A culture of blame or/and fear A denial of the need for effective clinical leadership

  20. Evidence of relapse fostering of dependency and other patient care concerns Morale, motivation and communication are the lifeblood of an organisation

  21. Assumptions, beliefs and principles are informed by clinical leaders. There is no shortage of leadership talent if you look for it and enable it to develop.

  22. Clinicians are a great power for good, there are many impressive and good values clinicians. Leaders need to have courage and lose their fear of being unpopular.

  23. CULTURAL CHANGE WILL INEVITABLY HAPPEN Challenge is – HOW SOON? THERE IS NO CHOICE Martin Luther King Jnr said : “OUR LIVES BEGIN TO END THE DAY WE BECOME SILENT ABOUT THINGS THAT MATTER”

  24. CHALLENGES FOR THE FUTURE • How can we develop and nurture the leadership skills, knowledge and awareness of our clinicians? • How can we better support, provide information and back clinicians in shaping their own environments?

  25. How can we unleash the talent of clinical staff to lead and shape the culture and positively influence the quality of care? • How better can clinicians time and resources be used? • How better can we get people to work together cooperatively?

  26. “A TEAM SHOULD LOVE WINNING MORE THAN IT HATES LOSING”

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