Releasing Potential Programme Su Fowler-Johnson, Director Claire Harris, Associate Partner

Housekeeping Fire Food Facilities

Ground rules Hopes Fears

Leading Change Aims and objectives: That the behaviour of individuals and groups is fundamental to successful organisational change. That we can only change/influence behaviour if we understand the behaviour and the process of change. How people respond to change. Key tools and techniques for managing change, e.g. force field analysis, Lewin’s 3-step model, the coping cycle and the SMART approach. That participation and choice are key to successful change.  To be able to manage better your own and other people’s behaviour. To be more confident and effective in planning and managing change.

Today! “Here is Edward Bear, coming downstairs now, bump, bump, bump, on the back of his head, behind Christopher Robin. It is, as far as he knows, the only way of coming downstairs, but sometimes he feels that there really is another way, if only he could stop bumping for a moment and think of it.” Winnie-the-Pooh A.A. Milne

Change “ If you always do what you’ve always done, you’ll always get what you’ve always had.” Mark Twain

Public Sector Context Change Drivers in UK public services Global politics, economics and the environment (e.g. reduction in public spending, climate change, terrorism, oil prices) Social and demographic changes (e.g. ageing population, population growth) Increasing consumer sophistication and demand (e.g. care on demand, internet “self diagnosis” Changes in funding mechanisms (e.g. need to control costs and therefore free access to all types of treatment, comprehensive spending review) The “possibilities explosion” in life sciences, pharmacology and biotechnology (e.g. radical changes in prevention, diagnostic, and treatment options – artificial body parts, robotic surgery and gene therapy) Sources WHO, BMA,NHSNW

Managing diverse and complex business relationships Multiple commissioners Multiple accountabilities and targets Diversity of patient and user needs Managing other stakeholders e.g. MPs, CQC, Monitor

Understanding your context Political factors Economic influences Social trends Technological advances/ innovations Environmental factors Legal requirements Industry specific analysis

Whistle stop tour Leadership theories

Key leadership models and theories Trait leadership : ‘great man’ or heroic Transactional leadership Transformational leadership Situational leadership Emotional intelligent leadership Adaptive leadership Pace setting

Trait theory Assumptions People are born with inherited traits Some traits are particularly suited to leadership People who make good leaders have the right (or sufficient) combination of traits Typically, leadership traits include ambition, decisiveness, persistence, stamina, determination, self-confidence...

Transactional leadership Assumptions People are motivated by reward and punishment. Social systems work best with a clear chain of command. When people have agreed to do a job, a part of the deal is that they cede all authority to their manager. The prime purpose of a subordinate is to do what their manager tells them to do.

Transformational leadership Assumptions People will follow a person who inspires them. A person with vision and passion can achieve great things. The way to get things done is by injecting enthusiasm and energy. Not only organisations, but also followers will be transformed

Transformational vs. transactional Style – selling Creating the vision Selling the vision Finding the way forward Leading the charge Style – telling Creating clear structures Negotiating the exchange Allocating the work Monitoring progress and achievement

Situational leadership Flexibility in style Delegating Supporting Coaching Directing Followers Development level Enthusiastic beginner Disillusioned learner Capable but cautious Self reliant achiever

Blanchard’s Model SUPPORTING Low Task High Relationship COACHING Self-Reliant Achiever Capable but Cautious Disillusioned Learner Enthusiastic Beginner SUPPORTING Low Task High Relationship COACHING High Task High Relationship DELEGATING Low Relationship Low Task DIRECTING High Task Low Relationship

What does it mean to be a follower Lone nut

Adaptive Leadership

Pace Setting

Table discussion Is there a dominant leadership style... In your organisation? In your profession/area of work? In yourself? There may be a hybrid of styles and approaches What do you think the key influences on leadership style are?