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Middlesbrough Leadership and Improvement Programme

Middlesbrough Leadership and Improvement Programme. Leadership Journey Dr Catherine Hannaway 13 th November 2012 . Learning Events x 5 Development Tools – such as Learning Styles, 360 Degree Leadership Assessment and feedback, Team Roles Assessment etc Work-based improvement initiatives

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Middlesbrough Leadership and Improvement Programme

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  1. Middlesbrough Leadership and Improvement Programme Leadership Journey Dr Catherine Hannaway 13th November 2012

  2. Learning Events x 5 • Development Tools – such as Learning Styles, 360 Degree Leadership Assessment and feedback, Team Roles Assessment etc • Work-based improvement initiatives • Team building/buddying/learning trios

  3. TASK • TEAM • INDIVIDUAL

  4. The Learning Cycle Actual Experience (what) Testing Reflection Out Observation (try) (how) Conclusion (why)

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

  6. Personal Wheel

  7. What Makes a Winning Team? Organisation Effort and Commitment Individual Skills Cohesive Approach Leadership

  8. MYERS-BRIGGS TYPE INDICATOR ( MBTI ) - HISTORY • Based on C.G.Jung’s theory of personality types • Two types of people, extroverts and introverts • 10 years of research, subdivided extravert and introvert types into 8 types – mental functions • sensing versus intuition (process information) • thinking versus feeling (make decisions) • Myers and Briggs built on Jung’s research – extended model by adding judging and perceiving dichotomy (deal with outer world)

  9. Personality Type Concepts • Type is innate • Type can be influenced • Type is observable • Type is not a box • Type is not an excuse • Type indicates preferences, not skills

  10. Preference Dichotomies ENERGY • Extraversion Introversion • Sensing INtuition • Thinking Feeling • Judging Perceiving INFORMATION DECISIONS LIFESTYLE

  11. Buddying or Learning Trios • Develop a habit for valuing diversity and different perspectives. We want you to become accustomed or strengthening your working across boundaries of geography, organisation, experience and styles and also giving others the opportunity for doing so.

  12. Improvement Initiatives • Find colleagues you would not normally be working with • Define a problem aligned to the Health and Wellbeing Strategy • Think how you might begin to answer the 3 questions in the ‘Model for Improvement’

  13. Act Plan Study Do Understanding the problem. Knowing what you’re trying to do - clear and desirable aims and objectives Model for Improvement What are we trying to accomplish? Measuring processes and outcomes How will we know that a change is an improvement? What change can we make that What have others done? What hunches do we have? What can we learn as we go along? will result in improvement? Langley G, Moen R, Nolan K, Nolan T, Norman C, Provost L, (2009), The improvement guide: a practical approach to enhancing organisational performance 2nd ed, Jossey Bass Publishers, San Francisco

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