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High Impact Leadership Framework

High Impact Leadership Framework. www.ihi.org. Mental Models for Leadership. Volume. Value. High Impact Leadership Behaviours. Engage Across Boundaries. Shape Culture. Engage Across Boundaries. What are you proud of?. What are you proud of?. 2006. Mary Pitcaithly CEO Falkirk.

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High Impact Leadership Framework

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  1. High Impact Leadership Framework www.ihi.org

  2. Mental Models for Leadership Volume Value

  3. High Impact Leadership Behaviours

  4. Engage Across Boundaries Shape Culture Engage Across Boundaries

  5. What are you proud of?

  6. What are you proud of? 2006

  7. Mary PitcaithlyCEO Falkirk ‘For years after we built our new school estate I drove past them and was very very proud’ We said education was important to us in Falkirk but we had to demonstrate that we took children’s learning very seriously

  8. ‘Truly the most important work being done in the world………….I mean it’ Charlie Homer

  9. ‘How do you live the behaviour’ RosGray

  10. Why I like PDSA and this model of Improvement Science • Simple • Logical - Driver Diagrams show a logical flow • Transparent - Driver Diagrams show individual elements of change ideas • The more you use it the easier it gets (wider use) • Accountable – set targets • Data - see what has made the difference • - Sasha (Aberdeen) – ‘run charts made my life easier’

  11. Co-ordinating Leadership - What I’m finding • From Improvement Advisers – Key Changes and Pioneer Sites • Great tests of change

  12. What I’m finding across Partnerships • Leadership • Not all senior leaders understand the methodology • EYC is in the mix with a broad range of reforms and change Reform Reform Reform Reform

  13. What I’m finding across Partnerships • Leadership • Not all senior leaders understand the methodology • EYC is in the mix with a broad range of reforms and change • Capacity – PMs / DMs • Fit (part GIRFEC) • Data anxiety • Capture • Presentation • What to do with it Reform Reform Reform Reform

  14. Changes Something is different from Before to After Do Leaders need to be convinced? Data? (Sasha ‘process vs people’) Stories?- (Graham‘incredibly exciting’) Evidence? - (Graham ‘priceless this work’)

  15. Changes – Before and after

  16. Changes – Before and after

  17. Joyce White Chief Executive West Dunbartonshire Council

  18. What it means to me • Making improvement methodology meaningful • Inspiration from Scottish Borders Choir • How do we make it fun locally? • Lead the change

  19. Fit for 14…Fit for the Future • My personal commitment • My stretch aim • My Drivers • Scaling it up

  20. Data drives Improvement Swimming daily

  21. EYC in West Dunbartonshire • Embedding the approach • Finding our local leaders/influencers • Strategic context

  22. Our approach • Executive Group oversight • Leadership walk rounds • Highlight reports

  23. Top Tips • Be visible • Encourage participation • Encourage innovation & curiosity • Purpose

  24. Changes – Before and after • Responsive - do something • Relentless - not just today • Receptive - to data and evidence of change • Reduce duplication • Reduce number of processes • Improve outcomes (Stories) • Improve ‘value’ for money / reduce the cost • How do we become more receptive?

  25. Leading the Early Years Collaborative:Leadership behaviours Aim Primary Drivers Secondary Drivers Key Actions Show teams I am championing EYC by When I go back to my partnership after this learning session I am going to…… Person Centred-ness Keep the child at the centre of leadership decisions across a broad range of policies Shape culture by By 2016, Leaders in the Early Years Collaborative demonstrate the High Impact Behaviours for the delivery of amazing outcomes for children in Scotland Front Line engagement be a regular authentic presence and be a visible champion of EYC Develop capability and competence by Relentless Focus keep the national and local EYC vision at the heart of policy decisions Make results transparent by Transparency about results, progress, scrutiny, failure and future options Engage across organisational boundaries by Boundariless-ness encourage practice systems thinking across boundaries Other

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