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Leadership in Practice - Personal Development Planning Dr Catherine Hannaway Durham University 19 th...
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Transcript of Leadership in Practice - Personal Development Planning Dr Catherine Hannaway Durham University 19 th...
Leadership in Practice - Personal
Development Planning
Dr Catherine HannawayDurham University
19th September 2011
• Your development plan for the programme• Understanding and strengthening learning
styles• 1:1 coaching• Leadership Qualities Framework – 360
degree Assessment• Buddying pairs or trios
Improving mental health and healthcare systems for communities and service users
Improving local Health and Well-being SYSTEMS
IMPROVEMENTSkills &
Knowledge
LEADERSHIPPersonal &
Organisational Development
TRANSFORMATIONAL IMPROVEMENT
LEADERS
Develop exceptional leadership skills to drive improvement
Build whole system relationships
Understand & use improvement methods
Adapted from the ‘Leadership for Health Improvement Programme’ in ‘Managing for Health’ 2007 Chapter 7. Hannaway, Hunter & Plsek
The Learning Cycle
ActualExperience
(what)
Testing Reflection Out
Observation (try) (how)
Conclusion(why)
The Learning Cycleand Learning Styles
ActualExperience(Activist)
Testing Reflection
Out Observation(Pragmatist) (Reflector)
Conclusion(Theorist)
Self Directed Learning
• Self direction as a goal towards which individuals strive• Maslow’s hierarchy – self actualisation• Self Direction as a means of organising learning and
instruction
Candy PC. Self-Direction in Lifelong Learning. : Jossey Bass 1991
Maslow’s Hierarchy of Needs
Biological and Physiological NeedsBasic Life Needs - air, food, drink, shelter, warmth, sex, sleep, etc.
Safety needs protection, security, order, law, limits, stability, etc
Belongingness and Love needsfamily, affection, relationships, work group, etc
Esteem needsachievement, status, responsibility, reputation
Cognitive needsknowledge, meaning, self-awareness
Aesthetic needs beauty, balance, form, etc
Self-actualisation personal growth and fulfilment
Challenges for Leaders of Improvement of Health & Well-being:
• Political will and commitment to improvement of health and well-being at national and local level;
• Building partnerships that work;• Building on new structures and new ways of working;• Understanding power and influence in a partnership
environment;• Leading/managing complex adaptive systems;• Understanding and using information to support improvement;• Confronting the North East’s ‘wicked problems’
Change is situational: new site, new boss, new team roles, new policy.
Transition is the psychological process people go through to come to terms with new situations
Change is different from transition
Change is external, transition is internal.
Bridges, W. (2003) Managing transitions: Making the most of change, 2nd ed London, Nicholas Brearley.
Unless transition occurs, change will not work
NEUTRAL ZONE
BEGINNING
ENDING
transition starts with an ending the neutral zone is the no-man’s-land between old reality and new transitions end with a new beginning
One to one coaching• Coach will contact you to arrange date, time
and location• Works well when participants can provide a
suitable location• Allow around 2 hours for the session • Please provide at least seven days notice to
re-arrange a session
Defining Coaching
• A coach encourages, confronts, challenges, questions, and above all, consistently honours, respects, and supports a client in growing and achieving his/her goals
• The coaching relationship is a transformational process that inevitably results in growth for the client
The 360 Degree QuestionnaireThe LQF 360-degree feedback questionnaire has been specifically designed in conjunction with the Leadership Qualities Framework tool.
The feedback you receive will enable you to relate where your strengths and development areas lie in line with the Leadership Qualities.
1) Personal Qualities
• Self belief• Self awareness• Self management• Drive for improvement• Personal integrity
2) Setting Direction• Seizing the future• Intellectual flexibility• Broad scanning• Political astuteness• Drive for results
3) Delivering the Service
• Leading change through people• Holding to account• Empowering others• Collaborative working• Effective and strategic influencing
Some Questions For You ……• Why are you doing it? • What do you want to get out of it?• How will it help inform you Personal
Development?• Is it the right time for you to do it?• Can you identify enough of the right people
who are prepared to complete the questionnaire (within the time frame)?
• What use might you make of it following your feedback?
Getting Started• We will email you the details with the User
Group Code – which means that the we pay for the licence for you.
• You should put the name of your NE LIHWBP Development Coach (Catherine, Sushma or Marie) as the accredited facilitator delivering your feedback
Identifying Raters:• Self • Line manager(s) - those to whom you report (can be 1 or more)
• Colleagues/Peers - people who are outside your line management chain • Direct Reports - those who report to you (directly or indirectly) • Others – not in the above categories who still work closely with you. These raters might be staff from other departments or other partner organisations (social services, L.A. etc). 4-5 in each category – must be a minimum of 3 respondents in each category.