Click on the Question Mark to find out more

1. Click on the Question Mark to find out more

2. QIP Delivery depends on you - And on your ability to generate Innovation!

3. Why focus on Innovation? Fear and Innovation are not always easy partners How can I ensure we have adequate responses to meet the scale of the task? The scale of the change to come is potentially huge - the biggest fear must be that we fail to respond accordingly....

4. Conditions for Innovation • Key Findings: • Organisations which promote innovation, achieve more innovation, because • they have leadership geared to innovation • set a culture which supports innovation • recognise the potential for innovation across the organisation, especially from the front-line and users, not just from designated ‘innovators’ Recent Nesta(National Endowment for Science, Technology and the Arts) reports have examined the Conditions which make Innovation work, nationally and organisationally

5. Key areas of action for leaders • Think strategically about creating innovation • Avoid silos • Mandate ‘room for failure’ and behaviours which encourage innovation • Long-term goal-setting • Minimal prescription of means and methodologies, avoiding bureaucracy • Effective team-working

6. How innovative are you? Assessing your organisation’s abilities to innovate is a key step in generating the ability to innovate

7. Support to Innovate What support do you need? Culture change Personal development Team development Practical Turnaround and Service Change Experience Hard-won Performance Management Skills Real Leadership Innovation isnt a goal in itself – delivery of key strategic aims (eg QIP) by innovation can be.

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9. Service reconfigurationClinically driven change Aren’t they the same thing?

10. Routes for Change External Challenge Innovation Incremental service-driven Change

11. I focus on how individuals and teams can act differently for better results a marriage of service experience with an emphasis on personal and systems development My approaches are practical, based in good experience, and successful. They include direct leadership roles, facilitative and consultative inputs and coaching support. My work is based firmly in belief in the value of and potential for change – the possibility of finding real, effective and worthwhile change in even the most difficult and challenging circumstances. “People don't resist change; they resist being changed” Peter Senge “Excellent work with front line and senior clinicians” “The ability to listen carefully, reflect and reframe issues and problems in ways which enable clients ….. to reach improved understanding and better approaches.” Stephen Morris, National Director, Performance Support Team

12. Service Change Coach and Consultant Experienced coach in high-pressure environments Expert Group Facilitator Team Development Consultancy advice Organisational recovery Generating and Supporting Service-Driven Change Service and Organisational Review Service Delivery & Interim work Service and Financial Target Delivery Board-Level Experience Service and Organisational Review Service Delivery & Interim work Service and Financial Target Delivery Board-Level Experience Service Practitioner

13. Its about PeopleIts about PerformanceIts about Leadership to connect the two

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16. Vertical - Horizontal - Virtual? Whichever direction the PCT’s Provider services are headed, the chances are there is work to be done ensuring that the move takes place smoothly, and is understood by all parties as a change process PCT Provider Service Integration

17. What do you need?

18. Making the Most of It..... A Classic NHS Trait What could it mean here?

19. Whole System?

20. What style of intervention suits your needs?

21. a marriage of service experience with an emphasis on personal and systems development, bringing challenge and support, skills and experience. I focus on how individuals and teams can act differently for better results

22. “I value him immensely” Sue Page CBE, Chief Executive Cumbria PCT Feedback from Coachees “Enabled me to focus properly & find what I was looking for” “Great questions” “Good empathy” “The session was amazing – revelatory” “Excellent work with front line and senior clinicians” “The ability to listen carefully, reflect and reframe issues and problems in ways which enable clients ….. to reach improved understanding and better approaches.” Stephen Morris, National Director, Performance Support Team Menu & Home

23. You Want Savings, System Reform, possibly even Turnaround Been There, Done That As CEO and client And as consultant And what do you get?

24. More Big-Name Consultancies offering the World! Been There, Done That As CEO and client And as consultant

25. ‘Models’ Models for this technique Models for that diagnostic Who needs ‘em? Well they often have something to offer, but fail to satisfy the underlying need. Why? Because the models oversimplify and so often ignore one important factor – its not so much in the strategy, its in the implementation. So,

26. Its about PeopleIts about PerformanceIts about Leadership to connect the two

27. I focus on how individuals and teams can act differently for better results My work is based firmly in belief in the value of and potential for change – the possibility of finding real, effective and worthwhile change in even the most difficult and challenging circumstances. So, “When minds meet, they don't just exchange facts: they transform them, reshape them, draw different implications from them, engage in new trains of thought.” Release potential and creativity focus on results  manage for best results a marriage of service experience with an emphasis on personal and systems development Practical and hugely experienced support at the highest level Consultancy Coaching

28. My experience with the NHS Performance Support Team is significant – directly or indirectly I helped around 20 of the most challenged Trusts in England, from all sectors. As Account Director I worked with PCTs and Trusts with all the problems you can imagine. “I value him immensely” Sue Page CBE, Chief Executive Cumbria PCT My approaches are practical, based in good experience, and successful. They include direct leadership roles, facilitative and consultative inputs and coaching support. From Practical Performance Enhancement, through Governance to Culture Change “Excellent work with front line and senior clinicians” “The ability to listen carefully, reflect and reframe issues and problems in ways which enable clients ….. to reach improved understanding and better approaches.” Stephen Morris, National Director, Performance Support Team Feedback from Coachees “Enabled me to focus properly & find what I was looking for” “Great questions” “Good empathy” “The session was amazing – revelatory”

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30. A Focus on Learning and Performance Real learning – becoming able to do something you couldn’t do before – requires real experiences and reflection. NGT Learning - a self-directed, work-based process, leading to increased adaptive potential Change for Individuals - Coaching and Mentoring “People don't resist change; they resist being changed” Peter Senge

31. Why Coaching? CIPD recommendations create a sense of purpose in the workplace; give employees the opportunity to act on their commitment; provide employees with a supportive learning environment. Training to Learning CIPD 2005 92% of external coaching regarded as effective or very effective CIPD, 2005 Improved 360° and Leadership effectiveness (Smither, Thach) 41% coachees promoted Vs 15% non-coached NHS Leadership Centre 2004 ROI 5.7% - 221% 22.4% increase in productivity after training – 88% increase after coaching (Olivero 1997)

32. Why Coaching? Who has reflective time and reflective practice? Whose work is properly and fully aligned to the Organisation Goals? Delivery of Strategic Objectives Devolved leadership Empowered managers Processing and converting organisation goals to personal action

33. Who might benefit? Managers and leaders With unrealised potential Requiring a more strategic perspective making decisions based on the best interests of the organisation as a whole, Greater sensitivity to wider organisational concerns, and opportunities Needing to develop new skills for a change in role Wishing to improve interpersonal skills Wishing to improve conflict management skills individuals seeking or needing to develop the skills of negotiation and compromise. Seeking to improve skills at developing others

34. Skills shortages? Requiring significant shifts in the behaviour and attitudes? Small or fast-growing business? Support for future leaders or senior executives? Looking to deliver long-term performance improvement? Changes in job role? Behaviour that could be changed in a short period? Organisational change? When might you use coaching? Do any of these apply?

35. The value of self-directed learning – linked to your goals Who knows best what is happening to them? Who lives with the results? ‘Stand in your own shoes’ Most likely to achieve personal transformation Why use my style of coaching? Performance

36. Feedback Skills Experience • “Enabled me to focus properly & find what I was looking for” • “Great questions” “Good empathy” • “The session was amazing - revelatory” NHS Chief Executive School of Coaching for Training and Supervision MBTI Practitioner ‘Turnaround’ Board level clients

37. ‘A supportive learning environment’ Listening to supportand to challenge Raising Awareness Enhancing Focus Enabling Choices for Action Coachee Trust Client Coach Trust? “Awareness is curative” W Tim Gallwey

38. Contract

39. Graham English Consultancy offers a focus on how individuals can act differently for better results Menu & Home

40. Missing necessary impact? Weary? Struggling for New Ideas? Worried about committing to change ahead of the election? Fearful of what a new Government may bring? Producing linear solutions to non-linear issues? Showing dysfunctional behaviour? Is Your Team

41. Responses to ‘Underperformance’ Unblock Develop Stimulate Refresh Enable Redirect Learn Understand Build Confidence ‘Try Harder’ Tougher Performance Management Change the Structure Change Membership Focus and Clarify

42. Four Factors for Fulfillment Exploring these factors can generate real progress

43. a marriage of service experience with an emphasis on personal and systems development, bringing challenge and support, skills and experience. I focus on how individuals and teams can act differently for better results

44. Coach and Consultant Experienced coach in high-pressure environments Group Facilitator Team Development Consultancy advice Organisational recovery Service and Organisational Review Service Delivery & Interim work Service and Financial Target Delivery Board-Level Experience Service and Organisational Review Service Delivery & Interim work Service and Financial Target Delivery Board-Level Experience Service Practitioner

45. “I value him immensely” Sue Page CBE, Chief Executive Cumbria PCT Feedback from Coachees “Enabled me to focus properly & find what I was looking for” “Great questions” “Good empathy” “The session was amazing – revelatory” “Excellent work with front line and senior clinicians” “The ability to listen carefully, reflect and reframe issues and problems in ways which enable clients ….. to reach improved understanding and better approaches.” Stephen Morris, National Director, Performance Support Team Menu & Home