RCN Clinical Leadership Programme
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Transcript of RCN Clinical Leadership Programme
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RCN Clinical Leadership Programme RCN Clinical Leadership Programme
Ian GovierIan GovierRCN Associate ConsultantRCN Associate Consultant
Turning Turning Voices Voices
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opportunitynowhereopportunitynowhere
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Effective clinical Effective clinical leadership leadership
improves improves patient carepatient care
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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)
Disempowerment of Disempowerment of staff and patients staff and patients
IsolationIsolation
Poor Poor communicationcommunication
Inadequate Inadequate leadership / leadership /
managementmanagementFailure of Failure of systems systems
and and processesprocesses
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John Harvey-Jones (2002)John Harvey-Jones (2002)
““Leaders in the NHS Leaders in the NHS need imagination, vision need imagination, vision & charisma, & charisma,
allied with allied with outstanding communication outstanding communication
skills & the skills & the ability to fire ability to fire their staff with enthusiasm”their staff with enthusiasm”
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““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?
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ExemplaryExemplary (Clinical) (Clinical) LeadersLeaders
(Kouzes and Posner, 2002)(Kouzes and Posner, 2002)
ChallengeChallenge
InspireInspire
ModelModel EnableEnable
EncourageEncourage
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Exemplary Exemplary Clinical LeadersClinical Leaders
ChallengeChallenge
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Challenges to Challenges to Clinical LeadershipClinical Leadership
““The greatest The greatest difficulty in the difficulty in the world is not for world is not for
people to accept people to accept new ideas, but to new ideas, but to make them forget make them forget their old ideas!” their old ideas!”
John Maynard KeynesJohn Maynard Keynes ‘Are you kidding? I like it here!’
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““The one indisputable The one indisputable fact that characterises fact that characterises
organisational life, is that organisational life, is that
CHANGECHANGE is inevitable.”is inevitable.”
(Beverley Alimo-Metcalfe, 2005)
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Two choices regarding Two choices regarding CHANGE:CHANGE:
GET ORGANIZED GET ORGANIZED or or
‘go with the ‘go with the flow’flow’
(Yoder-Wise, 1999)(Yoder-Wise, 1999)
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The truth is that our finest The truth is that our finest moments are most likely to occur moments are most likely to occur
when we are feeling deeply when we are feeling deeply uncomfortable, unhappy, or uncomfortable, unhappy, or
unfulfilled. For it is only in such unfulfilled. For it is only in such moments, propelled by our moments, propelled by our
discomfort, that we are likely to discomfort, that we are likely to step out of our ruts and start searching step out of our ruts and start searching
for different ways or truer answers.for different ways or truer answers. M.Scott PeckM.Scott Peck
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““If you want If you want to to
see change, see change, be the change be the change you you
want to want to see”see”
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Beware of Beware of Change Saboteurs!!Change Saboteurs!!
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Exemplary Exemplary Clinical LeadersClinical Leaders
InspireInspirea shared a shared
VVIISSIIOONN
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The most important The most important task of leadership is totask of leadership is to
define and nurture define and nurture a shared a shared VVIISSIIOONN that energises and brings that energises and brings
out the best in people out the best in peopleJames A. VaughanJames A. Vaughan
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Let’s look Let’s look at some at some VVIISSIIOONNSS!!
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To make people happyTo make people happy
To enable people & businesses throughout To enable people & businesses throughout the world to realize their full potentialthe world to realize their full potential
To experience the emotion of competition, To experience the emotion of competition, winning & crushing competitorswinning & crushing competitors
To be the world’s favourite airline To be the world’s favourite airline & the undisputed leader in world & the undisputed leader in world
travel for the millennium travel for the millennium
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Visions without Visions without actions are actions are
merely merely hallucinations!hallucinations!
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The vision must be The vision must be followed by the venture followed by the venture
It is not It is not enough to enough to
stare up the stepsstare up the steps
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What is my What is my
VVIISSIIOONN for my for my
NURSING NURSING CARECAREER?ER?
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Welsh Regional Welsh Regional Burns Unit Burns Unit
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So many of our dreams at first So many of our dreams at first seem impossible, then they seem seem impossible, then they seem improbable, but when we summon improbable, but when we summon
the will, they soon become the will, they soon become inevitable. inevitable.
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Exemplary Exemplary Clinical LeadersClinical Leaders
EnableEnable
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To become a leader one To become a leader one must believe in one’s own must believe in one’s own ability to achieve results ability to achieve results for one’s self, but the real job for one’s self, but the real job of the leader is not of the leader is not
doing it but doing it but ENABLING ENABLING others to do it.others to do it.
Saskin & Rosenbach 1993Saskin & Rosenbach 1993
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Where once leaders were aloof Where once leaders were aloof decision-makers, today they are decision-makers, today they are
dedicated collaborators & networkers dedicated collaborators & networkers whose role is to whose role is to ENABLEENABLE & give & give power to their team rather than power to their team 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 plc Development Dimensions International (DDI), Research Report, January 2006
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Sister Thomas Sister Thomas - a great enabler - a great enabler
& clinical leader & clinical leader
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Exemplary Exemplary Clinical LeadersClinical Leaders
ModelModel
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The The main thing main thing is to keep is to keep the the main thing main thing - - the the MAIN THINGMAIN THING
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CARINGCARING
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It may seem a strange principle It may seem a strange principle to enunciate as the very first to enunciate as the very first
requirement in a hospital that it requirement in a hospital that it should do the sick no harm.should do the sick no harm.
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Make the CARE OF PEOPLE your first concern, treating them as individualsand respecting their dignity
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The biggest disease today is not leprosy or tuberculosis but rather the feeling of
being unwanted, uncared for and
deserted by everybody
Compassion and CareCompassion and Care
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A patient is the most A patient is the most important person in our Hospital. important person in our Hospital.
He is not an interruption to our work. He is not an interruption to our work. He is the purpose of it. He is the purpose of it. He is not an outsider in our He is not an outsider in our Hospital. He is part of Hospital. He is part of
it. it.
We are not doing him a We are not doing him a favour by serving him. favour by serving him.
He is doing us a favour by giving He is doing us a favour by giving us the opportunity to do so. us the opportunity to do so.
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As nurses, we have to be caring. As nurses, we have to be caring. We also need to be clever, We also need to be clever,
articulate and determined.articulate and determined. Strong and visible nursing leadership Strong and visible nursing leadership
is part of effective nursing care. is part of effective nursing care.
Nurses need to be in leadership Nurses need to be in leadership positions at every level, from the positions at every level, from the
bedside to the boardroom.bedside to the boardroom.
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Exemplary Exemplary Clinical LeadersClinical Leaders
EncourageEncourage
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...is about the principles & ...is about the principles & practices that support the basic practices that support the basic
human need human need to be appreciatedto be appreciated for what we do & who we are.for what we do & who we are.
(Kouzes & Posner, 1997)(Kouzes & Posner, 1997)
EncouragingEncouraging
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The modern nurse The modern nurse is viewed by the public is viewed by the public
as a skilled and as a skilled and independent professionalindependent professional
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Melissa Fitzpatrick (2005), former editor-in-chief of
Nursing Management, wrote:
‘‘To the public To the public these ads these ads
showcase diversity, showcase diversity, intelligence, intelligence,
competence, and competence, and caring - the essence caring - the essence
of nursing.of nursing.’
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Exemplary Exemplary Clinical LeadersClinical Leaders
ChallengeChallenge
InspireInspire
ModelModel EnableEnable
EncourageEncourage
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Final Final
ThoughtsThoughts
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……what am Iwhat am Igoing to going to dodo differently differently
after today?after today?
Clinical Leadership…
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……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…
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If we always do what If we always do what we’ve always done… we’ve always done…
……we’ll always get what we’ll always get what we’ve always got! we’ve always got!
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and and finally…finally…
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We do not lead by being We do not lead by being corporate, professional corporate, professional
or institutional. or institutional.
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Clinical Clinical Leadership Leadership
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Thank YouThank You
DiolchDiolch
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Clinical Clinical Leadership Leadership