Leadership & Leadership & ManagementManagement

Ian Govier Ian Govier (Facilitator)(Facilitator)

…essential yet different!

opportunitynowhereopportunitynowhere

The same 5 common themes The same 5 common themes emerge from each emerge from each

inquiry.inquiry.

Since the inception of the NHS, Since the inception of the NHS, more than 50 NHS public inquiries more than 50 NHS public inquiries have been conducted to address have been conducted to address

catastrophic failures in patient care. catastrophic failures in patient care.

Walshe & Higgins (2002)Walshe & Higgins (2002)

Disempowerment of Disempowerment of staff and patients staff and patients

Disempowerment of Disempowerment of staff and patients staff and patients

IsolationIsolationIsolationIsolation

Poor Poor communicationcommunication

Poor Poor communicationcommunication

Inadequate Inadequate leadership / leadership /

managementmanagement

Inadequate Inadequate leadership / leadership /

managementmanagementFailure of Failure of systems systems

and and processesprocesses

Failure of Failure of systems systems

and and processesprocesses

What do I want to What do I want to ACHIEVEACHIEVE or or CHANGECHANGE as a result of as a result of

this workshop? this workshop?

Leading & Managing

The The Healthcare Healthcare Leadership & Leadership &

Management Management

ChallengeChallenge

Permanent White Water Permanent White Water (Vaill, 1996)(Vaill, 1996)

The ConstantsThe Constants

ChangeChange ChoiceChoice

PrinciplesPrinciples(Covey, 2006)

Leading Leading & Mangement & Mangement

- principles- principles

Time for Time for

a a BreakBreak

• Managers maintain paths Managers maintain paths

• Administrators tidy pathsAdministrators tidy paths

LEADERS MAKE PATHS!LEADERS MAKE PATHS!

ManagementManagement(Order & Consistency)(Order & Consistency)

Planning / BudgetingPlanning / BudgetingEstablish agendasEstablish agendas

Set time tablesSet time tables

Allocate resourcesAllocate resources

(Kotter, 1990)

Organising / StaffingOrganising / StaffingProvide structureProvide structure

Make job placementsMake job placements

Establish rules & proceduresEstablish rules & procedures

Controlling / Problem SolvingControlling / Problem SolvingDevelop incentivesDevelop incentives

Generate creative solutionsGenerate creative solutions

Take corrective actionTake corrective action

Code of Conduct Code of Conduct for for NHS ManagersNHS Managers• Patient-centredPatient-centred• AccountableAccountable• Performance orientedPerformance oriented• Responsive to local needsResponsive to local needs• Equal, diverse & values inclusionEqual, diverse & values inclusion• Partnership focusedPartnership focused

National Assembly for Wales (2006)

Leadership Leadership (Change & Movement)(Change & Movement)

Establishing DirectionEstablishing DirectionCreate a visionCreate a vision

Clarify Clarify big picture picture

Set strategiesSet strategies

(Kotter, 1990)

Aligning PeopleAligning PeopleCommunicate goalsCommunicate goals

Seek commitmentSeek commitment

Build teams & coalitionsBuild teams & coalitions

Motivating & InspiringMotivating & InspiringInspire & energiseInspire & energise

Empower subordinatesEmpower subordinates

Satisfy unmet needsSatisfy unmet needs

Leadership in the new millennium Leadership in the new millennium has comprehensively come of age. has comprehensively come of age.

Where once leaders were aloof Where once leaders were aloof decision-makers, today they need decision-makers, today they need to be dedicated collaborators to be dedicated collaborators whose role is to whose role is to give power give power

to their to their TEAMTEAM rather than rather than wield power to their own ends. wield power to their own ends.

Leaders on Leadership– an intimate view of life at the top of Europe plcLeaders on Leadership– an intimate view of life at the top of Europe plc

Development Dimensions International (DDI) Research Report, January 2006 Development Dimensions International (DDI) Research Report, January 2006

Let’s Let’s consider consider

some some leaders!leaders!

Leadership: The MythsLeadership: The Myths

It’s rareIt’s rare

It’s found It’s found mainly mainly at the top at the top

It’s about being It’s about being superhumansuperhuman

““Lots of ordinary nurses are leaders Lots of ordinary nurses are leaders – it is in the very nature of the job. – it is in the very nature of the job.

Good care involves winning your Good care involves winning your patient’s confidence, convincing them to patient’s confidence, convincing them to

keep to their treatment regimes and inspiring keep to their treatment regimes and inspiring them to battle their way back to health”them to battle their way back to health”

(Crouch, 2002)

Who are Who are the leaders?the leaders?

Leadership and Leadership and Performance OutcomesPerformance Outcomes

Transformational Leadership has a significantly Transformational Leadership has a significantly greater impact than Transactional Leadership on:greater impact than Transactional Leadership on:

StaffStaff

TeamsTeams

OrganisationsOrganisations

Source: Bass, B.M. (1998) Transformational Leadership: Military, Industrial & Educational Impact. London:Lawrence Erlbaum

Transformational LeadershipTransformational Leadership

Leading SelfLeading Self

Leading OthersLeading Others

Leading the OrganisationLeading the Organisation

(Alimo-Metcalfe & Alimo-Metcalfe, 2006)

Leading SelfLeading Self

(Personal Qualities)(Personal Qualities)

Being TransparentBeing Transparent

Acting with IntegrityActing with Integrity

Being DecisiveBeing Decisive

Inspiring OthersInspiring Others

Resolving Complex ProblemsResolving Complex Problems

Leading OthersLeading Others

Showing Genuine ConcernShowing Genuine Concern

EnablingEnabling

Being AccessibleBeing Accessible

Encouraging ChangeEncouraging Change

Leading the OrganisationLeading the Organisation

Networking & AchievingNetworking & Achieving

Focusing Team EffortFocusing Team Effort

Building Shared VisionBuilding Shared Vision

Supporting a Developmental CultureSupporting a Developmental Culture

Facilitating Change SensitivelyFacilitating Change Sensitively

                                                                                                        

Let’s Let’s Nail It!Nail It!

Leading and Managing – getting the balance right

InitiatorInitiator beginning actions and processes that beginning actions and processes that

promote team development and performance promote team development and performance

Model Model shaping behaviour and performance that shaping behaviour and performance that

reflects the expectations set for the team reflects the expectations set for the team

CoachCoachserving as counsellor, mentor and tutor serving as counsellor, mentor and tutor

to help team members improve performance to help team members improve performance

The 3 important roles The 3 important roles of a Team Leader of a Team Leader

Final Final

ThoughtsThoughts

The ConstantsThe Constants

ChangeChange PrinciplesPrinciples ChoiceChoice

(Covey, 2006)

If we always do If we always do what we’ve what we’ve

always done… always done…

……we’ll always we’ll always get what we’ve get what we’ve

always got!always got!

What am I What am I (are we)(are we)

going to going to dodo differently differently

after today?after today?

……I’ll probably I’ll probably

do nothing about it!do nothing about it!

If I do nothing If I do nothing about it in 24 hours… about it in 24 hours…

The The ‘Trim Tab’‘Trim Tab’ effect effect

‘‘Trim Tab’Trim Tab’

HMS Bro Morgannwg HMS Bro Morgannwg

Be a TRIM TABBER!Be a TRIM TABBER!

and and finally…finally…

We do not lead by being We do not lead by being corporate, professional corporate, professional

or institutional. or institutional.

Thank YouThank You

DiolchDiolchWebsite: www.ctrtraining.co.ukWebsite: www.ctrtraining.co.uk

http://www.ctrtraining.co.uk/resources.phphttp://www.ctrtraining.co.uk/resources.php