Developing leadership in the profession Karin Orman Lead Professional Adviser

Establishing a mind set What’s our vision in this area? Who and where are our leaders? What is our message to members? How can they be leaders in this field/area? UNIVERSAL TARGETED SPECIALIST

All our members recognise themselves as leaders and act as leaders by sharing a vision of occupational therapy and its value within their service.

Existing Leadership Messages - Commissioners and providers must support the development of therapy-led services. - Occupational therapists must be central to reablement & community support programmes. - Occupational therapists are a limited resource. We can be more effective in addressing the needs of the local population by training and supervising others to be competent to deliver on aspects of traditional practice.  - Occupational therapists should lead innovative service delivery that improves access to mental health support in primary care. Key in acting as agents of change as we work across health, education, housing, social care and voluntary sectors. See our ‘clients’ as not only the people with work directly with, but also those who work with those people. Not about more occupational therapists (although it would be nice ) but it is about redeployment in the community at universal and targeted services.

#RCOTCareerFramework www.rcot.co.uk/careerdevelopmentframework This is what RCOT are doing to lead nationally. Targeting where the profession can be best utilised. We are recognising the value of leadership in our profession through the release of the Career Framework and the four pillars of practice. We hope that as a profession we can recognise and develop leadership within the profession as one of the fundamentals of our practice at all levels. This next session we will introduce the Career Framework and discuss ways which it might be useful to enhance your own practice and develop your career in any setting and in any country. All people school leavers through to senior people All four nations Doesn’t matter where you work Reflect many of the existing career frameworks with 4 pillars. Specific to occupational therapy and all levels including support worker framework Intention: Look at your person career planning Not written as a performance management tool #RCOTCareerFramework

An example from: Leadership Pillar: Level 6

What knowledge did you apply? What mind set did you deploy? When did you last act as a leader? What knowledge did you apply? What skills did you use? Provide and justify a clear sense of purpose and contribution 1.1 Focus explicitly on the needs and experiences of service users, continually reinforcing an inspiring vision of the mission and social contribution of the organisation or unit, couched in terms of service quality 1.2 Interpret the wider environment, for example policy frameworks, systems of accountability and evidence on effective health care; making sense of what these require of the organisation and staff, including the need to work in closer collaboration with other organisations or occupations. 2. Motivate teams and individuals to work effectively 2.1 Define clear and challenging goals with teams and individuals 2.2 Build team commitment and a positive emotional tone or climate, articulating that both staff and service users are valued, and attending to staff well-being 2.3 Encourage high staff involvement and engagement, allowing autonomy within a framework of values and goals focussed on meeting user needs 2.4 Provide and operate meaningful design for organisations, sub-units and individual jobs, with underpinning Human Resource Management (HRM) systems that provide relevant staff development and reward 2.5 Manage and improve performance rather than merely reporting it, with openness to a variety of perspectives on performance including ‘soft’ intelligence, rather than focussing on a narrow range of hierarchically imposed targets or indicators 2.6 Listen to staff and respond to their voice, validate and engage with difficult or negative emotions evoked by the experience of delivering care, rather than suppress or deny them 3. Focus on improving system performance 3.1 Enact and encourage the practice of service improvement, with compelling cases for change and carefully constructed plans for change based on a variety of kinds of evidence 3.2 Address system problems and pursue innovation, initiate new structures and processes; find ways to intervene informally in patterns of thinking and acting 3.3 Model learning of new behaviours: form accurate assessments of own and unit effectiveness, and identify new ways of working appropriate for new and changing circumstances, coupled with a willingness to show some self-doubt and acknowledge mistakes. What mind set did you deploy?

Leadership RCOT Resources: RCOT Opportunities: Regional RCOT Committee Member 4-7 Chair of RCOT Regional Committee 6-8 Vice Chair of RCOT Regional Committee RCOT Specialist Section NEC Chair 7-9 RCOT Specialist Section NEC Vice Chair RCOT Specialist Section Clinical Forum or Regional Lead RCOT Specialist Section Regional Committee Member 1-9 RCOT Local Group Committee Lead 5-6 RCOT Local Group Committee Member Country Boards (all roles) Learning and Development Board Research and Development Board Council Representing RCOT externally Speaking/Engagements for RCOT campaigns RCOT Resources: Briefing: Workforce planning 6-8 Briefing: Workforce weighting Supporting Practice – Evidence and Research (SPEaR): Leadership and Influence 4-8 Revised Briefing: Delegation 5-8 Literature search on Leadership 5-9 Webpage: Leadership and management 1-9 RCOT Opportunities:

RCOT leadership work plan Partnership with Elizabeth Casson Trust Signposting to wider leadership materials & training Roadshows: Leadership: Working to the top of your game Sharing leadership skills & behaviours Sharing leadership stories - blogs , podcasts.

What can we do to nurture leadership?

Collectively we can: Nurture leadership and build confidence Challenge our mind set. Collect feedback, share and promote. Apply for awards or encourage others to nominate our service/project. Invite managers, stakeholders, people of influence to visit our services. Knock on doors and invite ourselves around the table. Lead on innovation - think where we are the solution and put forward a proposal.

Keep in touch… Karin Orman karin.orman@rcot.co.uk @RCOT_Karin