Clinical Clinical LeadershipLeadership Development Centre – Development Centre –

Day 2Day 2Ian Govier Ian Govier (Facilitator)(Facilitator)

Allied Health ProfessionalsBro Morgannwg & Swansea NHS Trusts

Aim of Clinical Leadership Aim of Clinical Leadership Development CentreDevelopment Centre

This aim will be achieved via learning and development activities that are based upon

the NHS Leadership Qualities Framework

To enhance the clinical leadership To enhance the clinical leadership awareness of participants in order awareness of participants in order

to shape, deliver and improve to shape, deliver and improve healthcare services.healthcare services.

• Personal Qualities Personal Qualities – focusing on leadership self-awareness and – focusing on leadership self-awareness and development;development;

• Setting the Direction Setting the Direction – focusing on political awareness and the ‘bigger – focusing on political awareness and the ‘bigger picture’;picture’;

• Delivering the Service Delivering the Service – focusing on team development and change.– focusing on team development and change.

NHS Leadership NHS Leadership Qualities Framework (LQF)Qualities Framework (LQF)

To explore how we To explore how we can develop & sustain can develop & sustain

Effective Teams and Effective Teams and deal with and deal with and manage manage

Complex ChangeComplex Change

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

The ConstantsThe Constants

• ChangeChange

• Choice Choice

• PrinciplesPrinciples

(Covey, 2006)

Developing Developing & Sustaining & Sustaining

Effective Effective Teams Teams

- principles- principles

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 decision-makers, today they

are dedicated collaborators are 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 2006Development Dimensions International (DDI) Research Report, January 2006

What is What is a team?a team?

A team is more than just a group of A team is more than just a group of individuals who work together. individuals who work together.

A team is a small number of A team is a small number of individuals with complementary skills individuals with complementary skills

committed to a common purpose, committed to a common purpose, common performance goals and common performance goals and

an approach for which they hold an approach for which they hold themselves collectively accountable. themselves collectively accountable.

(2007)

A team is a group of individuals who work A team is a group of individuals who work together to produce products or deliver services together to produce products or deliver services

for which they are mutually accountable. for which they are mutually accountable.

Team members share goals and are Team members share goals and are mutually held accountable for meeting them, mutually held accountable for meeting them,

they are interdependent in their they are interdependent in their accomplishment, and they affect the accomplishment, and they affect the

results through their interactions with results through their interactions with one another. one another.

Because the team is held collectively Because the team is held collectively accountable, the work of integrating accountable, the work of integrating

with one another is included in the with one another is included in the responsibilities of each member.responsibilities of each member.

(Mohrman and Cohen, 1995)

Teams possessing the followingTeams possessing the followingcharacteristics are more effective characteristics are more effective

in delivering high quality care: in delivering high quality care:

• clarity of team objectivesclarity of team objectives

• high levels of participation high levels of participation from all team membersfrom all team members

• high emphasis on qualityhigh emphasis on quality

• high support for innovationhigh support for innovationHealth Care Team Effectiveness Project (Borrill and West ,2002)

TeamsTeams

– when things – when things go off course! go off course!

The Five The Five Dysfunctions Dysfunctions

of a Teamof a Team(Lencioni, 2002)

Absence of Absence of TRUSTTRUST

Fear of Fear of CONFLICTCONFLICT

Lack of Lack of COMMITMENTCOMMITMENT

Avoidance of Avoidance of ACCOUNTABILITYACCOUNTABILITY

Inattention to Inattention to RESULTSRESULTS

The Five The Five ‘Functions’ ‘Functions’ of a Teamof a Team

(Lencioni, 2002)

Evidence of Evidence of TRUSTTRUST

Acceptance ofAcceptance ofCONFLICTCONFLICT

IncreasedIncreasedCOMMITMENTCOMMITMENT

Clear Clear ACCOUNTABILITYACCOUNTABILITY

Attention to Attention to RESULTSRESULTS

What are some of the What are some of the

characteristics of an characteristics of an effective team? effective team?

It Takes It Takes a Team a Team

Coming together is a beginningComing together is a beginning

Keeping together is progressKeeping together is progress

Working together is successWorking together is success

John C. Maxwell

In health care In health care terms, what terms, what

difference does difference does team working team working

really make?really make?

Borrill & West (2002) found that individuals who worked in well functioning teams had

lower levels of stress and better mental health.

Their research demonstrated a significant relationship between the percentage of staff working in teams and patient mortality.

Where more people work in teams, the death rate among patients is significantly lower. There is much to be gained by enhancing

team functioning and effectiveness!

TaskTask

IndividualIndividual

TeamTeam

Action Action Centred Centred

Leadership Leadership John Adair (2002)

Achieve Achieve the the

TaskTask

Develop the Develop the IndividualIndividual

Build the Build the TeamTeam

Action Centred Leadership Action Centred Leadership

                                                                                                        

Let’s Let’s Nail It!Nail It!

Team Exercise

How do we How do we motivate motivate

teams teams to action? to action?

The ‘8 Rules’ for Motivating People:The ‘8 Rules’ for Motivating People:

• Be motivated yourselfBe motivated yourself

• Select motivated peopleSelect motivated people

• Treat each person as an individualTreat each person as an individual

• Set realistic but challenging targetsSet realistic but challenging targets

• Understand that progress itself motivatesUnderstand that progress itself motivates

• Create a motivating environmentCreate a motivating environment

• Provide relevant rewardsProvide relevant rewards

• Recognise successRecognise success

http://www.teambuilding.co.uk/john_adair.html

How am I How am I doing as a doing as a

Team Leader? Team Leader?

Team Leader Checklist

Real teams do not develop Real teams do not develop until the people in them work until the people in them work hard to overcome the barriers hard to overcome the barriers

of collective performance. of collective performance.

Overcoming barriers to Overcoming barriers to performance is how performance is how

groups become teams.groups become teams.Katzenbach (1993)

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

Code of Conduct Code of Conduct for NHS Managers for NHS 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)

Final Final

ThoughtsThoughts

The ConstantsThe Constants

ChangeChange PrinciplesPrinciples ChoiceChoice

(Covey, 2006)

What am I doing What am I doing to become a to become a transformational transformational clinical leaderclinical leader??

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

going to going to dodo differently differently

after today?after today?

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!

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

‘‘Trim Tab’Trim Tab’

HMS HMS

Be a TRIM TABBER!Be a TRIM TABBER!

and and finally…finally…

If the world were merely seductive, If the world were merely seductive, that would be easy. that would be easy.

If it were merely challenging, If it were merely challenging, that would be no problem. that would be no problem.

E.B. White

But I arise in the morning torn between But I arise in the morning torn between a desire to change the world and a desire to change the world and

a desire to enjoy the world. a desire to enjoy the world.

This makes it hard This makes it hard to plan the day!to plan the day!

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