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![Page 1: RCPA Annual Care Seminar 2014 The Revolution will be Improvised: New approaches to leadership and how they can help you Debbie Sorkin National Director.](https://reader035.fdocuments.in/reader035/viewer/2022062423/56649d005503460f949d1cfe/html5/thumbnails/1.jpg)
RCPA Annual Care Seminar 2014
The Revolution will be Improvised:New approaches to leadership and how they can help you
Debbie SorkinNational Director of Systems Leadership, the Leadership CentreSomerset County Cricket Club, Taunton, 26th November 2014
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New approaches to leadership: What this presentation covers • Why leadership matters: because of the external context
• Why leadership matters: because of the way it’s defined
• Systems Leadership – a new approach and a practical response
• Systems Leadership – research, development, support
• Lessons from Systems Leadership – practical steps you can take to
strengthen leadership and build your service
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Why leadership matters: because of the external context
• External environment for social care characterised by increasing complexity and difficulty
• Struggle to match growing demand with smaller resource pot: e.g.
£3.53bn taken out of social care budgets 2010-14; over 500,000 people whose care needs are not now being met by local authorities (ADASS survey 2014)
• Difficulties in making the case for social care and getting a hearing
at national level, and at getting this acknowledged by the public
• At the same time, changes in public expectations – personalisation,
co-production, independent living
• Implications of integration – multiple stakeholders and audiences
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In times of change/difficulty, good leadership can be a lifeline
To help you manage the funding pressures – at just the time demand is growing: both private and public sector issue
To help you do more – and more complex - with less
To be comfortable working with a wider group of stakeholders – CCGs, public health, personal budget holders, housing, planning
To be able to work with adaptability/innovation - reconfiguring services, working with new client groups, providing flexible care models
To re-inculcate the old virtues and values – dignity, compassion – emphasised especially post-Winterbourne, Mid-Staffs: see Cavendish Review, Driving Up Quality Code, Oldham Review
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The basis of leadership: behaviours
Not just about authority at the top of organisations
It’s a practical understanding – and awareness – about how you do what you do, and the impact on others
So it’s about behaviours, and taking responsibility for them
And it’s everyone’s business – people working at all levels in all sectors
“People do not experience our values, they experience our behaviours”Bill Mumford, CEO, MacIntyre
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Leadership in adult social care: The Leadership Qualities Framework
Guide to what good leadership looks like
Describes what good leadership looks like in different settings and situations
Defines good leadership for people at different levels:oFront-line staffoFront-line leadersoOperational leadersoStrategic leaders
Basis in values and behaviours that flow from them: written in plain English to be accessible
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The model extends beyond social care – it’s the basis of a culture that works across systems
Social Work
PublicHealth
Social Care
Health
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So you can have Systems Leadership – cross-sector, shared, ceded, partial, transformational
About leading: when you’re not in charge when you need to ask when it’s complex when you have no money
Systemic – i.e. not piecemeal or divided into silos - and based on shared ambition
Participative – i.e. involving many people’s energies, ideas, talent and expertise
Emergent – i.e. allows for partial/clumsy solutions, able to work with uncertainty...and based on trust/relationships – So back to behaviours
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Lessons from Systems Leadership: research, leadership development, practice
Research:Systems Leadership: Exceptional leadership for exceptional times
Leadership Development:Leadership for Change
Practice:Systems Leadership – Local Vision
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Systems Leadership research
• Ghate, D., Lewis, J., and Welbourn, D., Systems Leadership: Exceptional Leadership for exceptional times. The VSC, Nottingham, UK, 2013
• Synthesis paper brought together evidence and case studies from 7 source papers from England, USA, Canada, Australia and Denmark
• Research includes literature review, in-depth interviews with 29 leaders working across public services; case studies; reviews
• Key findings identified ways of describing Systems Leadership; the best ways to achieve it; personal leadership styles of people who did it well; and conditions it needed to flourish
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Lessons from Systems Leadership research: factors that enable it to flourish
• Common vision or ambition: willingness to cede organisational goals
• Focus on place-based initiatives and outcomes
• Strong/honest relationships; accountability; allow for different views
• Combination of political and organisational commitment
• Role authority not sole source of legitimacy: influence, not power
• People tolerate risk and accept multiple potential pathways
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Lessons from Systems Leadership research for your workforce
• Willingness to align around a shared purpose or ambition
• Able to build engagement/relationships and really listen
• Preference for outcomes over processes
• Not being bound up with role and with a willingness to take risks
• Able to work reasonably well with conflict and uncertainty
• Having a strong commitment to a service in a particular place
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Lessons from Systems Leadership practice: Systems Leadership – Local Vision
National programme: 35 projects in England, including 5 in SW
Projects focus on integration or wider wellbeing issues
Topics also include mental health, inter-generational obesity, alcohol abuse and social isolation
Support via Enablers on the ground and access to networks/ information
More funded projects planned – you can get involved
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Examples from Local Vision and Pioneer Programmes
Dorset, Bournemouth and Poole: outcomes include:’Better Together’ programme to develop coherent local system: commitment to shared vision and pooled budgets, involving commissioning and provision; developing multi-disciplinary locality teams; joint resource planning; work with LEPs on workforce issues; bid for integrated social care record system
Wiltshire: outcomes include:Health and social care coming together in overall Systems Resilience Group; three demonstrator sites for integration starting; looking at longer-term partnerships with vol sector and better T&Cs for social care
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Lessons from Systems Leadership for your service: Get involved and get connected
• Connect with your Clinical Commissioning/wider Systems Groups: position social care as part of the solution, working with healthcare:
Wiltshire: LA support for employment contracts in home care; looking at longer partnerships with voluntary sector
W Cheshire: LA supporting social care providers to strengthen community links, to reduce social isolation
• Work with LA/Emergency Services to use data for predictive value
DCLG: Role of fire services – duty of wellbeing
W Cheshire: Springboard programme
• Connect with your Health and Wellbeing Boards:
Suffolk: public support for reformed mental health services
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Lessons from Systems Leadership for your service: Use the data: it may be easier than you think
Local Vision programmes: Nottinghamshire MASH/W Cheshire Springboard programme
New White Paper on Data Sharing: “Towards Tailored Public Services” - more data-sharing across services
The Centre of Excellence for Information Sharing – www.informationsharing.co.uk –Engagement Managers who work locally with commissioners/providers
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Lessons from Systems Leadership for your service: Go direct
• Connect with NHS Trusts and other stakeholders directly
• Example: Shropshire Partners in Care, working with local NHS providers and health/social care commissioners:
Development DaysDirect transfers between hospitals and care homesFunding located for GPs to visit care homes with emphasis on preventionCare providers brought into planning process for winter pressures
• Social care as source of innovation:Health hotelsCommunity linksSocial assets and social capital
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Lessons from Systems Leadership for your service: develop your teams
See leadership as for everyone, and as a craft to be developed
Think about who might have be suited to Systems Leadership, at any level
Try it out – set people a wicked issue and ask them who might be in the system, what might work, what they might see
Focus on behaviours/relationships
Use coaching and support networks
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Lessons from Systems Leadership for your service: Public Health is your friend
New role of Public Health – focus on “the health of the public”
New locus in Local Authorities
Key role in brokering, facilitating and supporting relationships
Working with social care providers on public health initiatives – e.g. Coventry Local Vision programme to raise levels of physical activity in the city
PHE as data source: Older People’s Health and Wellbeing Atlas – http://www.wmpho.org.uk/olderpeopleatlas/default.aspx
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Lessons from Systems Leadership for your service: Measure something
Wiltshire Council Systems Thinking Unit: Children’s Service Review
Police Service Review
Ask your Staff, Service Users and Carers/Relatives
What is interesting to you?
You don’t need to be an academic or have a research grant - you can link up with Academic Health Science Networks/Education
Measure something interesting and you’ll find something interesting
South West Peninsula AHSN:www.swahsn.com
West of England AHSN:www.weahsn.net
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Lessons from Systems Leadership for your service: Celebrate and influence: stand up for social care
Social care as key driver of local communities and economies
Social care as growth sector
Social care as local employer
Social care as community hub/link
Social care as source of innovation
Social care as a source of good news stories for local media/MPs/Councillors/HWBBs
Social care staff as people to be celebrated
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Be a Systems Leader: build and develop leadership within and beyond your organisation
• Base ideas of leadership on behaviours
• Use leadership frameworks to underpin behaviours and drive culture
• Use Systems Leadership approaches to go beyond your organisation/sector
• Start small and use what you have – often more than you think
• Make connections and build relationships; think beyond traditional roles
• Develop your people
• Just look to make progress; allow for time and keep going
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Everyone has a part to play:Systems Leadership is about all of us
Because everyone can do something about changing what they do and how they do it.
So everyone can be a leader – and a Systems Leader - to some degree.
Everyone can have a go, and everyone can make a difference.
And everyone can be a force for change and a force for good.
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Systems Leadership – more information
www.localleadership.gov.uk
The Future will be Improvised - http://www.localleadership.gov.uk/docs/Revolution%20will%20be%20improvised%20publication%20v3.pdf