Download - Transforming Quality Through Leadership
Transforming Quality Through Leadership
Role of the National Leadership Unit
• Develop and implement leadership policy for NHSScotland
• Improve leadership capacity and capability
• Based within NHS Education
• Work closely with all Health Boards and public sector agencies
Collaboration across Public Services, e.g., Collaborating for Outcomes in Public Services (COPS); Framework for Leadership & Ambition.
1. Work with partners to drive cultural change in support of the delivery of high quality services
2. Build leadership and organisational development capacity and capability
Supporting development of leadership qualities & behaviours.
NHS Scotland Executive Coaching Register.
Leadership Qualities 360 Feedback Tool.
Cross-public sector Mentoring Service.
Directories of development
resources.
Working with NHS Scotland OD Network.
3. Develop current leaders and teams
Personal qualities (“being”)
4. Nurture the supply of future leaders
5. Evaluate the impact of leadership development
Development support for implementing NHSS Quality Strategy.
Delivering the Future, strategic clinical
leadership programme.
Sustaining development of strategic clinical
leaders.
Management Training Schemes.
Identifying and developing leadership talent and succession planning.
Framework for Chief Executive Development.
Framework for Executive & Senior Manager Development:
Managing for the Future, senior manager development.
Framework for Developing Boards.
• Raising Your Game.• Dialogic practice development.• Inquiry into Action think tanks.
Frontline Leadership & Management Development programme.
Support to clinical leaders, e.g., ACF Chairs.
Managers’ Development Network.
Development support for Finance community.
Development support for senior HR & OD community.
On line leadership & management resources.
Remote & Rural Leadership Programme.
National Leadership Unit
We are moving from…..toOLD WORLD
• Low complexity slow change• Learning has a long shelf life• The senior ones know most • Somewhere ‘someone’
knows• Doing more of the same is
the rule
I MANAGE• My team reports to me• I have a hierarchical role• I understand what is
happening• I have fixed objectives• I manage by fixing things
myself• I manage from knowledge
and experience
NEW WORLD
• High complexity fast change• Learning has a short shelf
life• Knowledge is scattered• No individual ‘knows’ • Innovation is the rule
I LEAD• We are part of a virtual
network• Influencing is the way
forward• I manage projects• I cope with ambiguity• I lead teams to fix things• I lead without knowledge and
experience
It’s about relationships
• Relationship with
self
• Relationship with others
• Relationship with organisation and beyond
At the conclusion of the study, the following findings were evident:
• Engagement and relationship skills are fundamentally important in leading improvement.
• These skills feature more prominently in reported patterns of leadership behaviour than task-related or conceptual skills.
Health Foundation, 2011
Advocacy and Inquiry
advo
cacy
advo
cacy
inquiry inquiry
Questions
• What is the balance between advocacy/inquiry?
• What impact is this having?
• What is the “tone” of conversations?
• What is your own natural style?
Kantor 4 Player Model
ad
vo
ca
cy
ad
vo
ca
cy
inquiry inquiry
Adapted from David Kantor's work, Kantor Institute
MoveIntent: Direction
FollowIntent: Completion
OpposeIntent: Correction
BystandIntent: Perspective
Questions
• What is the “tone” of this conversation?
• What changes did you notice?
• What impact did these have in the quality of the conversation, relationships and outcome?
• What changes might you make in your own conversations as a result of this session?
In summary:
• Advocacy clearer and more skilful
• More inquiry and seeking to understand
• Balance of advocacy and inquiry
• Conversation took longer but was more productive and ended the stalemate