How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... ·...
Transcript of How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... ·...
![Page 1: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/1.jpg)
How to lead a QIP Managing the team and changing the culture
Dr Adham Khalek - RCEM 13th April 2016
![Page 2: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/2.jpg)
Overview• Why is leadership important
• Leadership vs. Management
• Do’s and Don’ts
• Organisational Culture
• Influencing Change
![Page 3: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/3.jpg)
Why is leadership important?
![Page 4: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/4.jpg)
Leadership and
management
![Page 5: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/5.jpg)
Goals & Objectives Vision
PeopleOrganisation & Structure
Autocracy Democracy
EnablingRestraining
ChallengingConforming
Originating
Innovating
Imitating
Procedures Policy
Inspiring Trust
FlexibilityConsistency
Directing & Controlling
Administering
MANAGERFOCUS
LEADERFOCUS
![Page 6: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/6.jpg)
MANAGERFOCUS
LEADERFOCUS
GOOD MANAGERS DO THE THINGS RIGHT
GOOD LEADERS DO THE RIGHT THING
![Page 7: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/7.jpg)
EMERGENCYMEDICINECLINICIAN
![Page 8: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/8.jpg)
What is your Style?
![Page 9: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/9.jpg)
Coaching
Goleman Leadership Styles
Goleman D. Leadership That Gets Results [Internet]. Harvard Business Review. 2000 [cited 2016 Apr 4]. Available from: https://hbr.org/2000/03/leadership-that-gets-results
Coercive
Authoritative
Affiliative
Democratic
Pacesetting
![Page 10: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/10.jpg)
Coercive
Goleman D. Leadership That Gets Results [Internet]. Harvard Business Review. 2000 [cited 2016 Apr 4]. Available from: https://hbr.org/2000/03/leadership-that-gets-results
The leader’s modus operandi Demands immediate compliance
The style in a phrase “Do what I tell you”
Underlying emotional intelligence competencies
Drive to achieve, initiative, self-control
When the style works best In a crisis, to kick start a turnaround, or with problem employees
Overall impact on climate Negative
![Page 11: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/11.jpg)
Authoritative
Goleman D. Leadership That Gets Results [Internet]. Harvard Business Review. 2000 [cited 2016 Apr 4]. Available from: https://hbr.org/2000/03/leadership-that-gets-results
The leader’s modus operandi Mobilises people towards a vision
The style in a phrase “Come with me”
Underlying emotional intelligence competencies
Self confidence, empathy, change catalyst
When the style works best When changes require a new vision, or when a clear direction is needed
Overall impact on climate Most strongly positive
![Page 12: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/12.jpg)
Affiliative
Goleman D. Leadership That Gets Results [Internet]. Harvard Business Review. 2000 [cited 2016 Apr 4]. Available from: https://hbr.org/2000/03/leadership-that-gets-results
The leader’s modus operandi
Creates harmony and builds emotional bonds
The style in a phrase “People come first”
Underlying emotional intelligence competencies
Empathy, building relationships, communication
When the style works best To heal rifts in a team or to motivate people during stressful circumstances
Overall impact on climate Positive
![Page 13: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/13.jpg)
Democratic
Goleman D. Leadership That Gets Results [Internet]. Harvard Business Review. 2000 [cited 2016 Apr 4]. Available from: https://hbr.org/2000/03/leadership-that-gets-results
The leader’s modus operandi Forges consensus through participation
The style in a phrase “What do you think?”
Underlying emotional intelligence competencies
Collaboration, team leadership, communication
When the style works best To build buy-in or consensus, or to get input from valuable employees
Overall impact on climate Positive
![Page 14: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/14.jpg)
Pacesetting
Goleman D. Leadership That Gets Results [Internet]. Harvard Business Review. 2000 [cited 2016 Apr 4]. Available from: https://hbr.org/2000/03/leadership-that-gets-results
The leader’s modus operandi Sets high standards for performance
The style in a phrase “Do as I do, now.”
Underlying emotional intelligence competencies
Conscientiousness, drive to achieve, initiative
When the style works best To get quick results from a highly motivated and competent team
Overall impact on climate Negative
![Page 15: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/15.jpg)
Coaching
Goleman D. Leadership That Gets Results [Internet]. Harvard Business Review. 2000 [cited 2016 Apr 4]. Available from: https://hbr.org/2000/03/leadership-that-gets-results
The leader’s modus operandi Develop people for the future
The style in a phrase “Try this”
Underlying emotional intelligence competencies
Developing others, empathy, self-awareness
When the style works best To help an employee improve performance or develop long-term strategic strengths
Overall impact on climate Positive
![Page 16: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/16.jpg)
Do you have just one Style?
![Page 17: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/17.jpg)
Emotional Intelligence
• The ability to manage ourselves and our relationships effectively
• Unlike IQ can be learned
• Increases with age
Goleman D. What Makes a Leader? [Internet]. Harvard Business Review. 2004 [cited 2016 Apr 4]. Available from: https://hbr.org/2004/01/what-makes-a-leader
![Page 18: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/18.jpg)
Emotional Intelligence• Five components
• Self-awareness
• Self-regulation
• Motivation
• Empathy
• Social SkillGoleman D. What Makes a Leader? [Internet]. Harvard Business Review. 2004 [cited 2016 Apr 4].
Available from: https://hbr.org/2004/01/what-makes-a-leader
![Page 19: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/19.jpg)
High-Impact Leadership Behaviours
• Person-centeredness
• Front Line Engagement
• Relentless Focus
• Transparency
• BoundarilessnessSwensen S, Pugh M, McMullan C, Kabcenell A. High-Impact Leadership: Improve Care, Improve Health of populations, and reduce Costs. Cambridge, Massachusetts: Institute for Healthcare Improvement; 2013.
![Page 20: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/20.jpg)
Leadership DO & DONT’s
![Page 21: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/21.jpg)
DO:
• Define what success & failure will look like
• Have a strategy
• Identify & engage with key stakeholders
• Constantly review progress & feedback
![Page 22: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/22.jpg)
DON’T:
• Expect change overnight
• Avoid dealing with conflict or problems
• Require 100% ‘Buy-in’
• Let failure stop you
![Page 23: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/23.jpg)
Assessing the
culture
![Page 24: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/24.jpg)
![Page 25: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/25.jpg)
Assessing Culture
Staff unempowered and disengaged
All change resisted
Normalisation of deviance
Resting on old laurels
Blame externalised - No insight
Disconnected management
Invisible/Ineffective Clinical leadership
No departmental or Trust identity
Low morale
![Page 26: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/26.jpg)
Assessing Culture
Staff listened to and actively involvedChange embraced
Open approach - Good Clinical Governance
Department / Trust constantly looking to improve
Appropriate analysis of issues - no cognitive dissonance
Engaged management aware of ‘coal face’ issuesClinical leadership fully engaged with the issues Staff proud to work for department / Trust
High morale
![Page 27: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/27.jpg)
Influencing change
![Page 28: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/28.jpg)
Force Field Analysis• Some Types of forces:
• Resources
• Vested interests
• Traditions
• Organisational Structures
• Regulations
• Institutional Policies/norms
NHS Improving Quality. Force Field Analysis [Internet]. 2014. Available from: www.nhsiq.nhs.uk
![Page 29: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/29.jpg)
Sustainability Modelling
• Ten factors over three domains
• Process
• Staff
• Organisation
Doyle C, Howe C, Woodcock T, Myron R, Phekoo K, McNicholas C, et al. Making change last: applying the NHS institute for innovation and improvement sustainability model to healthcare improvement. Implement Sci. 2013;8:127.
![Page 30: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/30.jpg)
Gregory Shea & Cassie Solomon Change Management Is Bigger Than Leadership. Harvard Business Review. 2013 [cited 2016
Apr 8]. Available from: https://hbr.org/2013/03/change-management-is-bigger-th
“….therein lies the key to successful, embedded and sustained change: alter the
environment, and people will adapt to it…..We behave based on the reality around us”
![Page 31: How to lead a QIP - Royal College of Emergency Medicine Resources/QIP Leadership April 2016... · How to lead a QIP Managing the team and changing the culture Dr Adham Khalek - RCEM](https://reader033.fdocuments.in/reader033/viewer/2022042009/5e7190b6c179210b7065f025/html5/thumbnails/31.jpg)
Summary• Why is leadership important
• Leadership vs. Management
• Do’s and Don’ts
• Organisational Culture
• Influencing Change