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Leadership for Improvement

Leadership for Improvement. Dr Catherine Hannaway Senior Fellow, Durham University Cohort 2 Learning Workshop 1 Friday 21 st October 2011. Clinical Leadership Development Programme. Learning Event - 21 st October 2011

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Leadership for Improvement

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  1. Leadership for Improvement Dr Catherine Hannaway Senior Fellow, Durham University Cohort 2 Learning Workshop 1 Friday 21st October 2011

  2. Clinical Leadership Development Programme • Learning Event - 21st October 2011 • Learning Event - Masterclass with Cohort 1 11th November 2011 – Dolphin Centre, Darlington. • Learning Event – 16th December 2012 • Learning Event - 27th January 2012 • Learning Event – 2nd March 2012 • Work-based Improvement Initiative • 360 Degree Leadership Qualities Assessment

  3. Improving mental health and healthcare systems for communities and service users Develop exceptional leadership skills to drive improvement Build whole system relationships Improving Local Healthcare SYSTEMS TRANSFORMATIONAL IMPROVEMENT LEADERS LEADERSHIP Personal & Organisational Development IMPROVEMENTSkills & Knowledge Adapted from the ‘Leadership for Health Improvement Programme’ in ‘Managing for Health’ 2007 Chapter 7. Hannaway, Hunter & Plsek Understand & use improvement methods http://www.youtube.com/watch?v=uztA6JCKB4s

  4. Culture • Context • Capability

  5. Development Gaps Identified • Better communication • Team working and understanding culture • Negotiation skills • Dealing with difficult people – having difficult conversations • Being adaptable and more creative • Horizon scanning • Change management and improvement skills • Being ‘business like, but not like a business’

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

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

  8. 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.

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

  10. 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

  11. 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

  12. Process of Transition

  13. North Tees MLCF MANAGER Evaluation:

  14. 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.

  15. 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

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

  17. 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.

  18. 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

  19. Leadership for Improvement Dr Catherine Hannaway Senior Fellow, Durham University Cohort 2 Learning Workshop 1 21st October 2011

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