Leadership AcademyLeadership Academy

Rosalind Franklin Participant Guide

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Contents

02 Introduction

03 Programme benefits

04 Who’s the programme for?

05 Programme overview

06 Learning and commitment

08 Programme dates

09 Modules and assessments

10 Costs and funding options

11 Application process

12 Programme faculty

21 Contact

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The Rosalind Franklin programme is for mid-level clinical or non-clinical leaders across health and care aspiring to lead large and complex programmes, departments, services or systems of care.

It aims to help shape mid-level leaders’ knowledge, skills, attitudes and behaviours to help them become outstanding, compassionate and inclusive leaders, working at all levels across the health and care system, to help improve services for people who access them.

Introduction

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“ As part of our continuous commitment to developing outstanding leadership at all levels and given the growing body of evidence; it is important that we recognise the significant role played by individuals operating in critical, mid-level ‘connecting’ leadership roles. Those who are leaders of leaders, providing the crucial link between strategic and team levels of leadership – and the impact they have upon the experiences of staff and the people who use health and care services. In response to this and our research findings, the Rosalind Franklin programme has been developed. The programme has been designed to support participants explore what they will need in order to be the outstanding, compassionate, inclusive leaders of health and care in the future.” Alan Nobbs, Head of Programme Design and Practice, NHS Leadership Academy

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Programme benefits

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Develop a deeper and clearer sense of who you are, your strengths and development areas – strengthening your existing leadership practice through cutting edge theory, evidence and practice

Improve your personal impact to help you drive progress in your team(s) and inspire your organisation/system to build compassionate, inclusive, person-centred cultures of care

Understand more about your team and how to work in and with it more effectively

Develop new ideas about how best to work with others through change – understanding different leadership approaches, challenges related to change and your relationship to them

Bring immediate positive and productive changes to your team(s), organisations, services and service users in areas such as increasing staff morale, improving service user experience, effective service redesign, reduction of waste and more efficient use of resources

Understand where you and your services are located in the wider health and care system and gain a deeper understanding of the experiences of people who access them

Work with several analytical tools to more deeply understand the challenges you are currently facing

Build a powerful support network of influential leaders

Increase adaptability and readiness to meet the demands of senior leadership within the challenging, transforming environment of the health and care system

Develop a deeper understanding of the concept of being a systems leader and how that will require you to behave differently

As a participant on the programme, you will:

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Who’s the programme for?It’s for you if you are:

• Directly leading people who manage others (a step beyond first line management)

• A specialist individual contributor – who may not directly lead a team now but as part of your role, play an active part in a network/system which requires you to embody leadership around an issue, pathway or service

• Leading teams of experienced professionals that may exist on a temporary basis before dissolving and realigning again around specific issues. This group may include you if you are leading complex projects and initiatives operating at pivot points between other professional groups and need to balance operational and strategic demands

• Managing complex programmes and projects, substantial budgets, politically sensitive and significantly impactful work

Programme overview The Rosalind Franklin programme will support participants to be outstanding innovators, leaders and team-members. Evidence shows that outstanding leadership in health and care has four key aspects: compassion, inclusion, collaboration, knowledge of improvement skills and how to apply them.

It will encourage participants to ask, and answer, fundamental questions that will support you to become an outstanding leader.

The programme is nine months long with eight out of office days and you’ll be expected to work for approximately four to five hours a week.

Successful completion of the programme will lead to an NHS Leadership Academy Award in Senior Healthcare Leadership.

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Learning and commitment

• Six online modules of learning

• Three days of back to back workshops at the start of the programme (accommodation and travel not provided)

• A one day celebration workshop at the end of the programme (travel not provided)

• Four facilitated impact groups across the nine months (groups of eight people, travel and lunch are not provided)

• Approximately 120 hours of online study

• Submission of a 5,000 word written assessment

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The programme lasts nine months and incorporates a blended learning style with mandatory and comprehensive online learning, face to face workshops and small group work, including:

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Learning and commitment

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1. Work based learning

This takes the work you’re already doing and uses it as the basis for your learning. Much of your online learning will relate to your work place. It focuses your attention on what is practical and helps to lighten the study workload as some of the learning is within your day-to-day job.

It’s important to recognise that you will not be able to complete the programme without applying the learning in your workplace.

2. Face-to-face learning

• Workshops – there are four days of developmental workshops. Three at the beginning of the programme (that will run consecutively) and one day at the end of the programme. The focus of these workshops will be on your personal and behavioural development in context; they take full advantage of face-to-face group work, experiential and simulation learning activities and social networking opportunities.

Attendance at these workshops is mandatory. Please make sure you can attend all four workshops as we can’t guarantee an alternative date if you’re unable to attend one of the dates.

• Facilitated impact groups – your impact group provides you with a forum to further critically explore your learning and work-based application in addition to helping you explore the links between individual, group and organisational dynamics.

The impact group meets four times during the programme for full day working sessions; the dates are set and there may be some travel involved.

3. Online learning (virtual campus)

The virtual campus is where you can find all the resources you’ll need for your studies. It provides a range of different learning formats such as articles, videos, activities, surveys, discussion forums and more.

You must make regular contributions to the discussion forums and facilitator provocations as part of your assessment.

4. Critically reflective assignment

You will be required to submit a 5,000 word, critically reflective assignment. The assignment should seek to demonstrate an understanding as to how your learning, development and integration project have served to improve experience and outcomes for staff, patients, service users and their families.

There are four core learning methods on the programme:

Programme dates

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Foundation workshop 8 – 10 July 2019

Impact group 1 19 August 2019

Impact group 2 15 October 2019

Impact group 3 11 December 2019

Impact group 4 6 February 2020

Celebration workshop 12 March 2020

Cohort 3 – Birmingham

Foundation workshop 7 – 9 October 2019

Impact group 1 9 December 2019

Impact group 2 4 February 2020

Impact group 3 3 April 2020

Impact group 4 4 June 2020

Celebration workshop 15 July 2020

Cohort 5 - Taunton

Foundation workshop 11 – 13 November 2019

Impact group 1 13 January 2020

Impact group 2 10 March 2020

Impact group 3 13 May 2020

Impact group 4 16 July 2020

Celebration workshop 9 September 2020

Cohort 7 – Newbury

Foundation workshop 9 – 11 September 2019

Impact group 1 4 November 2019

Impact group 2 10 December 2019

Impact group 3 20 February 2020

Impact group 4 16 April 2020

Celebration workshop 14 May 2020

Cohort 4 – Leeds

Foundation workshop 16 – 18 October 2019

Impact group 1 16 December 2019

Impact group 2 11 February 2020

Impact group 3 15 April 2020

Impact group 4 11 June 2020

Celebration workshop 17 July 2020

Cohort 6 - Gatwick

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Modules and assessments

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The programme consists of a nine month learning journey; comprising six online study modules exploring the knowledge, skills, attitudes and behaviours that are important for leading others when building a culture of person-centred care within the health and care system.

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The programme is specifically designed to enable you to put your work role, tasks and experiences to practical use in your study of leadership, whilst also providing intensive personal and professional development.

You might expect to be working for at least 4-5 hours per week (as a guide), in which you’ll explore themes that support your development of self, the environment and systems, improvement, change and management skills.

Each module has its own objectives and learning outcomes which the module sets out to achieve. However, the programme has a number of ‘golden threads’ that run throughout including a constant focus upon the ‘line of sight’ of leaders to the quality and experience of all who access health and care services, a drive to develop compassionate and inclusive leadership, the need to create the right conditions for staff to thrive through a quality improvement, system-based leadership lens.

You’ll be assessed on four activities:

• Mandatory attendance at all four face-to-face developmental workshops and the four facilitated impact groups

• Completion of all online content on the virtual campus

• Regular contributions to online discussion forums and facilitator provocations

• Submission of a 5,000 word reflective essay at the end of the programme demonstrating how you have developed and applied your leadership throughout the programme

Successful completion of the programme will lead to an NHS Leadership Academy Award in Senior Healthcare Leadership.

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Cost and funding optionsThe programme costs £1,200 per person.

The cost is fully inclusive of the four face-to-face workshops (including lunch and refreshments) and access to the virtual campus. Accommodation and travel are not included.

Self-funding

Participants are able to self-fund a place on the programme.

Payments can be made by bank transfer or card payment. Further information and instructions will be issued when you have been offered a place on the programme. As a self-funder you are still required to complete the Terms and Conditions as part of your application.

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Application processAs the programme centres on work-based application of your learning it’s essential that your manager and organisation are aware of and support the commitments involved. Given the nature of your role and tasks, it’s important for you to jointly consider the feasibility of creating the time to apply your studies to the workplace.

We also recommend you agree with your manager from the outset what support they’ll provide to help protect this time. If you are successful, your budget holder is required to read and agree to a copy of the terms and conditions.

All applications must be completed online via https://rosalind-franklin-programme.apply.leadershipacademy.nhs.uk

Personal statement

Your personal statement is an important part of your application and should explain why you’re interested in developing your leadership through this programme, your relevant experience, and provide a clear argument for why you should have a place. It should be no more than 1,000 words ± 10%.

Your statement should answer the following questions:

1. Tell us about your current role and the people/projects/kind of work you lead, demonstrating the complexities and challenges? (250 words)

2. Tell us what you hope to be able to bring to the programme and how you’ll use your learning to help make a positive impact for both staff and patients/service users? (200 words)

3. Why have you chosen this programme, why now, and what do you hope to achieve? (200 words)

4. It is important that you begin the programme having already done some thinking about and exploring opportunities for, leading some real change in your workplace. What are you passionate about and hoping this programme will help you address in your work place? For example, this might directly affect patient care, could be related to your work culture, or a desire to support staff/team development (250 words)

5. What arrangements will you make to create time to study for at least 15-20 hours a month? (100 words)

Please ensure your statement is personal and unique to this programme.

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Simon Bird

Simon’s starting position is that performance is more affected by how an individual thinks about themselves, than by any improvement process or new technology. This approach underpins his work with clients, whether that is with individuals, teams or organisations. He believes that helping people understand why they behave in one way rather than another is the most powerful approach to support people in bringing about change that is important to them.

Whilst potential and self-awareness are the principles which underpin Simon’s approach, he is also deeply pragmatic. In a world where almost any content can be accessed in seconds, he believes that experiential learning, working with and between people, are the most powerful approaches for sustained development. His experience in both line and consultancy roles – in organisations as diverse as hospitals, think tanks and global consultancies – means that he has a grounded perspective of the organisational realities people face. His clients experience him as empathetic, experienced and supportive in the face of integrating development activity with their day-to-day work.

Simon’s experience has been gained in the broadest people and organisational development disciplines. He has a particular interest in the design, development and delivery of leadership development for people from executive level to first line leaders. He has developed diverse programmes of activity, ranging from short, intensive residentials for ten senior leaders through to year-long blended learning programmes for over 5,000 people. In his last role, leading a healthcare consultancy practice, he worked directly with senior leaders, either on a one-to-one basis, in small groups or through the delivery of organisational/leadership development programmes.

Simon has led and/or co-designed award-winning leadership programmes for clients with a national reach, for many thousands of people – as well as bespoke programmes and workshops which address very specific needs in an individual organisation. Across his career, clients have included the NHS Leadership Academy, Post Office, Reebok International, Merrill Lynch Investment Managers, Budgens, NATS (National Air Traffic Services) as well as numerous separate national and local NHS organisations.

Programme faculty

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James Butcher

James has worked as a coach and facilitator with leaders and leadership teams for more than twenty five years, drawing on his long experience with strengths-based psychology and appreciative inquiry. As well as developing individual and team effectiveness, James brings a focus on creating organisational cultures that help people perform at their best.

James is a member of the faculty of the NHS Leadership Academy and has worked with a variety of NHS organisations including clinical commissioning groups, acute trusts, and STPs. Supporting individual leaders through 1:1 coaching and helping leadership teams review and develop their effectiveness as system leaders. In the private sector James has worked with companies such as PwC, Arup, Telefonica, Coca Cola, and ATKearney, in the UK, Europe and Africa. Much of this work has been focused on helping people develop successful collaborative relationships with colleagues, partners and clients.

James contributed case studies of his work to the leadership book “Positive Psychology at Work: How Positive Leadership and Appreciative Inquiry Create Inspiring Organisations” and wrote a chapter on resilience for “How to be a Nurse or Midwife Leader”. James presented his research into high performance organisational cultures at the 2012 Canadian Positive Psychology Conference. He presented on “Leadership in Practice” at the 2016 Acute and General Medicine Conference, and on organisational cultures that support resilience at a 2018 study day for the Royal College of Emergency Medicine.

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Mike Chitty

Mike is an experienced facilitator, trainer, coach and consultant. His approach is based on a belief that people only learn what they really want to learn – and often don’t want to learn what we want to teach them! As a consequence of this he focuses on stimulating curiosity and provoking exploration about ‘the direction in which progress lies’ for:

• Individuals and their relationships

• Teams and their relationships

• Organisations and their relationships

• Systems and their relationships

Mike has worked extensively in the public, private and third sectors in the UK. He has also worked extensively overseas.

With a degree in Biophysics, Mike originally trained as a Science and Outdoor Education teacher working in main stream comprehensive schools and then with children in care, labelled as ‘emotionally and behaviourally disturbed’. He then spent some life changing time working in the Gambia before coming back to the UK to start a family.

Mike started working for a range of vocational education and training consultancies before starting his own business ‘Realise Development’ in 2003. Until March 2018 Mike was Head of Applied Leadership at the NHS Leadership Academy. This involved him leading a faculty in the design and delivery of leadership development interventions to a wide range of teams and communities in the NHS, social care and the Arms Length Bodies that work with it such as NHSE and NHSI.

Programme faculty

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John Deffenbaugh

John is a curious iconoclast and has been in around the NHS and health care for over 40 years. He contributes perspectives from the wider public sector and business.

John is an American abroad, and has lived in the UK and Middle East since Ted Heath was in power. His leadership interests are in creating an organisation climate for change, developing relationships across systems, and shaping a leader’s narrative that taps into passion. He is a non-executive director in the NHS, so also views things through the board lens. John likes to help make things happen, and wants to contribute his passion for behavioural change and NHS insight to the programme.

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Louisa Hardman

After an early career in Law, Louisa chose to work in the Citizens’ Advice movement, providing legal advice to disadvantaged community members and training volunteers in employment and benefits law. This early, formative exposure to the inhumane effects of social injustice has shaped her work ever since.

She then moved to the GLC, working in social housing and contributing to the Council’s work on equality and diversity. Louisa continued her career in housing associations as a Board Director and staff member, developing neighbourhood and organisational communities. She also co-founded a housing co-operative in South London which remains vibrant. Influenced by critical theory and intersectionality, she was a volunteer Board Director for several community organisations and mentor for BME teenagers in London.

Committed to supporting the development of human potential and inclusive cultures, Louisa became a freelance consultant in 1996, running an independent practice and collaborating with People Opportunities, the NHS Leadership Academy, the Leadership Foundation for Higher Education, the Kings Fund and Ashridge Hult.

Louisa is passionate about developing creative and engaging learning experiences that develop talent and impact. Blending organisational realism with creativity and psychological insight, her clients span a range of sectors including higher education, health, central and local government, broadcasting, publishing, professional services, transport, social housing, retail, distribution, finance, membership organisations, trade unions and the police. A values-based practitioner, Louisa chooses to work with social purpose organisations.

Louisa brings a deep understanding of individual, group and organisational change and development through her combination of psychotherapeutic and organisational consulting practice. Clients also say they value her integrity, thoughtfulness, humour and challenge.

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Jamie Ripman

Jamie originally trained as an actor and worked for many years in theatre, television and radio. Over 20 years ago he re-trained to become a facilitator and coach, and specialises in the field of leadership development and experiential learning. Jamie works in the private, public and third sectors.

For the NHS he has co-designed and delivered hundreds of leadership development workshops, facilitated leadership team ‘away-days’ and has coached board members and senior managers.

For the NHS Leadership Academy, he has facilitated programmes for Top Leaders, Nurse and Midwife Leaders and Future Clinical Commissioning Leaders. He has co-authored and co-edited a book on ‘How to be a Nurse or Midwife Leader’ which was published by Wiley in February 2017.

For the Rosalind Franklin programme, Jamie hopes to bring his knowledge and learning from these experiences, his passion and skill for practical leadership development and his appetite for continuous improvement.

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Heather Wicks

Heather Wicks is a founding Director of Connect Oxford, a consultancy specialising in enabling change with individuals, teams and organisations through coaching, leadership development and organisational development.

Heather’s belief is that everyone has the potential to define, design and achieve their own success and her passion is working with others using a dynamic, curious and action-orientated style to empower and equip them to do this. Her approach is firmly grounded in an appreciation and recognition of strengths and what we already have as a foundation for growth, rather than seeking out and identifying ‘deficiency’ and ‘weakness’.

Her career is rooted in the NHS and she has worked in, or with the NHS, for the past 30 years in a wide variety of ways ranging from a clinical eye specialist to a Director of Strategy and Commissioning and has gained a rounded and diverse experience of many aspects of providing and commissioning health and care services.

Heather currently works often with the NHS, care, local government and wider public sector and is a member of the NHS Leadership Academy faculty working on the GMTS, Rosalind Franklin and Mary Seacole programmes as well as providing executive coaching to many leaders across the NHS. She is an experienced coach and OD practitioner who is accredited in the MBTI and Clarity 4D personality type indicators as well as the NHS 360o Leadership Model. Her Oxford Masters degree is in the management of change and innovation

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Philippa Williams

Philippa has over 20 years’ experience of leadership development across all sectors. She has extensive experience in the NHS, including coaching individuals, team development and leadership programmes. She draws on her background as an actor, writer and director to create experiential approaches to learning; her aim is to always be both aspirational and practical.

As a faculty member of the NHS Leadership Academy, she has co-designed and/or facilitated on many of their national programmes including the Top Leaders/Director programme, the Senior Operational Nursing and Midwifery Leadership Programme and the Chief Executive Development Network. She is co-editor and author of ‘How to be a Nurse or Midwife Leader’, published by Wiley in February 2017.

For the Rosalind Franklin programme she hopes to bring this experience, alongside a desire to keep learning, particularly into how we can create more diverse and inclusive organisations that celebrate the best of our humanity.

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Kev Wyke

Kev is a Healthcare Scientist, an organisational and leadership development consultant, facilitator and coach working mainly with public and third sector individuals, teams and organisations to bring innovative thinking and creative collaborative approaches to getting work done.

In all aspects of his work, Kev’s approach focuses on creating opportunities for conversations, exploration, understanding, connection and collaboration, drawing on aspects of strengths, positive psychology, and principles of democracy, freedom and trust in the workplace.

In the last six years Kev has worked with over 100 different organisations and groups including whole care systems, organisations, teams and individuals. This experience has included: developing senior leaders on national NHS programmes, developing and delivering national programmes to support strategic OD/workforce development in NHS, 1:1 coaching at all levels, team development, culture and values programmes from conception to delivery including for third sector organisations, facilitating action learning and team coaching, working with individual teams through appreciative inquiry and leading open space events with hundreds of participants.

Prior to his consulting role Kev has extensive NHS experience in a variety of roles and organisations, starting his NHS career as an Audiologist, and including leading organisation, workforce and learning development at local, regional and national levels as Chair of the British Association of Audiologists and Associate Director of Workforce Development at NHS North West SHA.

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ContactTo find out more please email enquiries@leadershipacademy.nhs.uk or call 0113 322 5699.

@NHSLeadershipAcademy

@NHSLeadership

NHS Leadership Academy