ELC: Leadership Resilience Hard Times, Tough Decisions, Resilient Leadership January Rachel Munton

“Change in the NHS is constant, at times radical, unwelcome and uncertain. Over time the NHS has become more devolved, more market like, more local, more distant from the Department of Health and hence more fragmented. Patients have a greater voice, as do regulators, each with their own priorities and demands”. Sir Stuart Rose May 2015 Hard Times: working with current realities

“The names of the patients whose lives we have saved can never be known. Our contribution will be what did not happen to them. And, though they are unknown, we will know that mothers and fathers are at graduations and weddings they would have missed, and that grandchildren will know grandparents they might never have known, and holidays will be taken, and work completed, and books read, and symphonies heard, and gardens tendered, which without our work, would never have been.” Don Berwick 2013 The motivation

Resilience Ability of a substance or object to spring back into shape; elasticity. “nylon is excellent in wearability, abrasion resistance and resilience“ The capacity to recover quickly from difficulties; toughness

Tough decisions The thought process of selecting a logical choice from the available optionsprocesslogicalchoiceoptions Weighing the positives and negatives of each option, and considering all the alternatives ForecastForecast the outcome of each option Determine which option is the best for that particular situation

Living with uncertainty No “heroic” leadership Shared responsibility and solutions “Incomplete” leader Admit vulnerabilities Tolerating lack of control: C.I.A Control Influence Accept

Collective leadership – Kings Fund Compassionate organisations – openness, honesty and challenge Collective leadership: everyone taking responsibility for the success of the organisation as a whole – not just for their own jobs or area. Vision and mission statements translated into clear, aligned, agreed and challenging objectives at all levels of the organisation.

Creating positive, supportive environments for staff, means they then create caring, supportive environments for patients, delivering higher quality care. Organisational performance does not rest simply on the number or quality of individual leaders: where relationships between leaders are well developed, organisations benefit from direction, alignment and commitment.

Resilient leadership Emotional Intelligence [Goleman] 5 skills Self awareness Self regulation Motivation Empathy Social skill

Why should anyone be led by you? Collins, J 2001

Get out onto the balcony ….. Heifetz, Laurie 2011

EMAHSN: Transforming the health of 4.5m East Midlands residents and stimulating wealth creation Rachel Munton T: