Welcome to Delivering the Future Cohort 11 Hazel Mackenzie Head of the National Leadership Unit (NLU) General briefing The background information to this event is in your file. In summary, this programme is run by IHM supported by Pfizer UK Ltd. The event will be held at the Campanile Hotel in Glasgow The programme is aimed at middle managers from diverse (NHS) backgrounds and structured around 3 master classes. This is the first one Each master class will include a CEO or policy person and a leading thinker / academic Martin Hill will provide an introduction and then you will have an hour with the group. I am unsure of exact numbers but the documentation indicated 2 or 3 from each Board Having discussed it with Madeleine and Martin, I have designed the presentation to be a mix of policy context, shifting leadership paradigms and an opportunity for you to include your own personal examples of what is changing in your world and what is required now as a CEO. My sense is that you will do that last bit very well and it would be really valued. I also wanted to give a good lead in to Keith Grint without presenting what he will be saying. As this is the first module of the programme I have also included some slides to rally the participants and engage them

Outline Background to the programme Development centre Ways of working This sets out what you are going to cover. Perhaps just add that you will draw from your own personal experiences to illustrate and that you will encourage them to input You might also want to say something about why your are focussing so much on leadership in terms of adapting to change….many writers see the terms leadership and change as synonymous. You may also want to say something right at the start on thinking about leadership as all of us and not ‘them’ . You have a slide o this later but it is sometimes useful right at the start

Why are you here?

Wanting to get it right Wanting to be understood Wanting to be liked

Role of the National Leadership Unit (NLU) The National Leadership Unit (NLU) in NES works collaboratively with a wide range of stakeholders to support Health Boards and wider public services to build leadership and management capability and capacity for the delivery of public services transformation – including the 2020 Vision 1. Design, develop and deliver leadership and management programmes . Enable and support collaborative cross-service working . Work with partners to support policy development and implementation . Provide national resources to support partners . Act as a conduit to share best practice between individuals, organisations, sectors and countries . Offer support to individuals, teams and systems

Approaches to development Shift away from individual leaders and towards leadership development and creating the right climate Thinking about how we sustain development and utilise more fully the capacity that we build Focussing on development linked to live context e.g. action learning support for CHCP’s, delivery of QI projects, organisational exchanges Working with intact teams to support their effectiveness Focussing development on working collaboratively testing new approaches i.e. dialogue, Art of Participatory Leadership, brief interventions Building new relationships with new partners…looking at what we can do together Interpreting leadership and management development more broadly to include frameworks rather than courses, connecting people through on-line communities, mentoring, action learning Focussing on interventions which support ways of ‘being’ and not just knowing and doing Building resilience and the ability of leaders to cope with ambiguity and build trust with partners

The journey so far…..

The question How can we identify senior strategic leaders from across the system and prepare them for future roles at Board, regional and national level?

Outcomes of the programme To provide a cadre of senior strategic leaders across NHS Scotland who: are able to operate at NHS Board / national level to drive improvement in health and healthcare delivery understand the national context for health and the supporting strategies and processes

provide effective leadership across professional and organisational boundaries think creatively and work collaboratively to overcome obstacles to the change process exhibit leadership behaviours that are consistent with the leadership qualities and create an enabling culture for managing complex change

External evaluation paints a very positive picture of a highly effective programme 87% of participants significantly increased the range of responsibilities /moved on to promoted roles within a year of completion Increased confidence and ambition Improved self awareness and leadership clarity Growth in political awareness and strategic engagement A great advertisement for national programmes Source: Prof Peter Spurgeon & Hugh Flannigan (2006), Warwick University Prof Dominic Upton et al (2013) Worcester University

Programme interventions Development centre Quality improvement project Mentoring / shadowing CEO sponsorship Master classes Dinner speakers and guests Cohort plenaries Action learning Coaching Consolidation event

Principles for effective leadership development Starts with realities of people’s lived experiences Creates an environment for learning and development Keeps ‘the point', patient care and health, at the centre Critically reviews beliefs, associated actions and leadership choices Supports and encourages behaviour which is congruent with espoused values Develops relationships in service to the purpose Makes the most of difference Releases energy and resourcefulness

The development centre focus Preparation work Introducing yourself and the programme Strategic awareness Strategic healthcare leadership Understanding ourselves and others

Approaches Presentation, workshops and discussion World café Discussions with alumni Creative exercises Group discussions Paired exercises Reflective space Observed exercise and 1:1 feedback Networking Online community and resources Integration with the day job

Ways of working- expectations and obligations Commitment – presence Confidentiality Using the expertise in the room Actively valuing and utilising diversity Reflecting and noticing Being curious Co-creating the programme Experimenting, taking risks and pushing yourself Sharing your learning Planning now for how to sustain your development Generosity- we get what we give Have fun!

Role of the programme team Build trust Create a safe environment for learning to happen Support and challenge Draw attention to process Offer tools and techniques for seeing things differently Walk with you

Where are you on your leadership journey? What are your towering strengths and gifts? How are you going to develop these during the programme?