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LEADING FOR QUALITY

LEADING FOR QUALITY. Leading for Quality. New world leadership …. Delivering Quality Though Leadership. Implementing leadership policy for NHSScotland Improve leadership capacity and capability Based within NHS Education Work closely with all Health Boards and public sector agencies.

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LEADING FOR QUALITY

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  1. LEADING FOR QUALITY

  2. Leading for Quality New world leadership …

  3. Delivering Quality Though Leadership • Implementing leadership policy for NHSScotland • Improve leadership capacity and capability • Based within NHS Education • Work closely with all Health Boards and public sector agencies

  4. Strategic context The broad change context within which leaders in NHSScotland operate sets the scene for leadership development. Leadership role The challenges of the leadership role (at all levels) comprise: Service objectives, i.e., what leaders are required to do – as set out in local Performance Management (PM) processes. Role-specific knowledge and skills, i.e., what leaders need to know to do their role – as set out in the Knowledge & Skills Framework (KSF) or Personal Development Plans for senior managers. Service excellence Role-specific knowledge & skills ("knowing") Service objectives ("doing") Personal qualities (“being”) Future focus The leadership qualities and behaviours that are required to deliver the challenges facing leaders in NHSScotland, with personal qualities at the heart. Model for Leadership Development in NHSScotland

  5. We are moving from…..to • NEW WORLD • High complexity and fast change • Learning has a short shelf life • Knowledge is scattered • No individual can pretend to ‘know’ • Innovation is the rule • I LEAD • I am / we are part of a virtual network • Influencing is the way forward • I manage projects • I cope with ambiguity • I lead teams to fix things • I lead without knowledge and experience OLD WORLD • Low complexity slow change • Learning has a long shelf life • The senior ones are the most knowledgeable • Somewhere ‘someone’ knows • Doing more of the same is the rule • I MANAGE • My team reports to me • I have a hierarchical role • I understand what is happening • I have fixed objectives • I manage by fixing things myself • I manage from knowledge and experience

  6. Leading Quality Reference Group • Built on the strong foundations • Provide linkages between a range of existing clinical & non-clinical networks and communities • Inclusive approach • Enable a wider alliance of leaders for Quality • Draw from all partner organisations • Work collaboratively to achieve our Quality Ambitions & realise the 20:20 vision

  7. Leading for Quality “Successful leadership of healthcare improvement combines three sets of skills: service specific knowledge, improvement know-how and change management skills” Advancing Quality Alliance submission to The Kings Fund: leadership and engagement for Improvement in the NHS. Together we can (2012)

  8. Leading for Quality Network • Maximise synergies across networks • Identify common objectives and goals • Lessen duplication and fragmentation • Support connectivity of QI and leadership alumni • Support QI and leadership capability to make changes and realise the 20:20 vision.

  9. Leading for Quality If you want the people you lead to perform at their peak performance you must induce them to follow you because they want to rather than because they have to (Deering et al, 2005)

  10. LEADING FOR QUALITY

  11. VISION To engage and support clinical leaders throughout NHSScotland to deliver sustainable quality

  12. Purpose of the Network • Provide support & additional development for Clinical Leaders from different professions, enabling them to grow into new and unfamiliar roles and situations • Connect clinicians and provide ‘space’ to foster innovation, creativity and increase the spread and adoption of change and improvement • Help clinicians translate our Quality Ambitions into coherent andcompelling messages, meaningful actions and motivating behaviours as they work to improve outcomes • Work collaboratively to support those within the NHS, local and national government, and Voluntary Sector to use leadership synergy in order to design, deliver and sustain high quality services and support

  13. Scottish Clinical Leadership Network Strategic context Leadership role Service excellence Role-specific knowledge & skills ("knowing") Service objectives ("doing") Personal qualities (“being”) Future focus What is its Purpose? Who is it for? The Network is inclusive not exclusive to engage connect clinicians and clinical communities at both local and national levels. To engage and support Clinical Leaders throughout NHS Scotland to deliver sustainable quality Benefits of Network • Area Clinical Forum and other professional leaders • A broad base of well-informedClinical Leaders who understand National and Local policy and priorities • Alumni from wide range of leadership programmes • Salaried and contracted GP's • Heads of Clinical Services • A quick and effective way to identify, connect and engage clinical leaders • Improvement Leaders • Clinical Directors • SGHD Clinical Leaders • MCN Leads Advice and support • Signposting • Shared learning • Peer support • Personal and professional leadership development • National and Local clinical leadership capability for quality improvement • National clinical leadership capability to support policy implementation Access to database and communication tools Dedicated website through the ‘knowledge network’ Communities of practice Online Resources • Mentoring & Action Learning opportunities Tests of Change: “Leading for Outcomes” • Events& Master classes designed to: develop skills, influence policy and share best practice What can it support? What can members expect?

  14. Scottish Clinical Leadership Network • Establish the Leading Quality Reference Group • Identify and develop proposals to link Leadership and Quality Improvement Networks • Network Leaders programme, The Health Foundation • Developing a dairy of local engagement events – linking with Area Clinical Forum Chairs

  15. Scottish Clinical Leadership Network • Master Class: Leading Quality through Integration • Test of Change – “Leading for Outcomes” • Further tests of change planned • Support the development of local QI and Leadership faculties / directory • Web based support: www.knowledge.scot.nhs.uk/SCLN

  16. Scottish Clinical Leadership Network Leadership & Quality Improvement

  17. Leadership & Quality Improvement Spectrum Adaptive Leadership: Readiness to Lead complex change Readiness to lead Quality Improvement work Join us at www.knowledge.scot.nhs.uk/SCLN

  18. Leading for Quality • Discussion • How can we link locally? • What can the SCLN offer you? • What can you contribute to the • SCLN?

  19. Leading for Quality

  20. Leading for Quality Table top themes • Quality Improvement / Safer Patient Fellow Network • Dialogue Practice • Delivering for the Future • Generation Q: Putting Quality in context: • Adaptive Leadership • Scottish Clinical Leadership Network: Leading for Quality Test of Change

  21. Leading for Quality Becoming a leader is synonymous with becoming yourself. Everything a leader does reflects who he or she is Bennis (2003)

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