Clinical Leadership Development Centre – Day 2

1. Allied Health Professionals Bro Morgannwg & Swansea NHS Trusts Clinical LeadershipDevelopment Centre – Day 2 Ian Govier (Facilitator)

2. Aim of Clinical Leadership Development Centre To enhance the clinical leadership awareness of participants in order to shape, deliver and improve healthcare services. This aim will be achieved via learning and development activities that are based upon the NHS Leadership Qualities Framework

3. NHS Leadership Qualities Framework (LQF) • Personal Qualities – focusing on leadership self-awareness and development; • Setting the Direction – focusing on political awareness and the ‘bigger picture’; • Delivering the Service – focusing on team development and change.

4. To explore how we can develop & sustain Effective Teams and deal with and manage Complex Change

5. Permanent White Water (Vaill, 1996)

6. The Constants • Change • Choice • Principles (Covey, 2006)

7. Developing & Sustaining Effective Teams - principles

8. Leadership in the new millennium has comprehensively come of age. Where once leaders were aloof decision-makers, today they are dedicated collaborators whose role is to give power to theirTEAM rather than wield power to their own ends. Leaders on Leadership– an intimate view of life at the top of Europe plc Development Dimensions International (DDI) Research Report, January 2006

9. What is a team?

10. A team is more than just a group of individuals who work together. A team is a small number of individuals with complementary skills committed to a common purpose, common performance goals and an approach for which they hold themselves collectively accountable. (2007)

11. A team is a group of individuals who work together to produce products or deliver services for which they are mutually accountable. Team members share goals and are mutually held accountable for meeting them, they are interdependent in their accomplishment, and they affect the results through their interactions with one another. Because the team is held collectively accountable, the work of integrating with one another is included in the responsibilities of each member. (Mohrman and Cohen, 1995)

12. Teams possessing the followingcharacteristics are more effective in delivering high quality care: • clarity of team objectives • high levels of participation from all team members • high emphasis on quality • high support for innovation Health Care Team Effectiveness Project (Borrill and West ,2002)

13. Teams– when things go off course!

14. The Five Dysfunctions of a Team Inattention to RESULTS (Lencioni, 2002) Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST

15. The Five ‘Functions’ of a Team Attention to RESULTS (Lencioni, 2002) Clear ACCOUNTABILITY Increased COMMITMENT Acceptance of CONFLICT Evidence of TRUST

16. What are some of the characteristics of an effective team?

17. It Takes a Team Coming together is a beginning Keeping together is progress Working together is success John C. Maxwell

18. In health care terms, what difference does team working really make?

19. Borrill & West (2002) found that individuals who worked in well functioning teams had lower levels of stress and better mental health. Their research demonstrated a significant relationship between the percentage of staff working in teams and patient mortality. Where more people work in teams, the death rate among patients is significantly lower. There is much to be gained by enhancing team functioning and effectiveness!

20. Team Task Individual Action Centred Leadership John Adair (2002)

21. Build the Team Achieve the Task Develop the Individual Action Centred Leadership

22. Let’s Nail It! Team Exercise

23. How do we motivate teams to action?

24. The ‘8 Rules’ for Motivating People: • Be motivated yourself • Select motivated people • Treat each person as an individual • Set realistic but challenging targets • Understand that progress itself motivates • Create a motivating environment • Provide relevant rewards • Recognise success http://www.teambuilding.co.uk/john_adair.html

25. How am I doing as a Team Leader? Team Leader Checklist

26. Real teams do not develop until the people in them work hard to overcome the barriers of collective performance. Overcoming barriers to performance is how groups become teams. Katzenbach (1993)

27. The 3 important roles of a Team Leader Initiator beginning actions and processes that promote team development and performance Model shaping behaviour and performance that reflects the expectations set for the team Coach serving as counsellor, mentor and tutor to help team members improve performance

28. Code of Conduct for NHS Managers • Patient-centred • Accountable • Performance oriented • Responsive to local needs • Equal, diverse & values inclusion • Partnership focused National Assembly for Wales (2006)

29. Final Thoughts

30. The Constants • Change • Principles • Choice (Covey, 2006)

31. What am I doing to become a transformational clinical leader?

32. What am I (are we) going to dodifferently after today?

33. If we always do what we’ve always done… …we’ll always get what we’ve always got!

34. The ‘Trim Tab’ effect

35. HMS ‘Trim Tab’

36. Be a TRIM TABBER!

37. and finally…

38. If the world were merely seductive, that would be easy. If it were merely challenging, that would be no problem. E.B. White But I arise in the morning torn between a desire to change the world and a desire to enjoy the world. This makes it hard to plan the day!

39. Website: www.ctrtraining.co.uk http://www.ctrtraining.co.uk/resources.php Thank You Diolch