Alison Raw Allied Health Professional Officer March 2014 To lead or not to lead? The who, what and why of leadership in rehabilitation Alison Raw Allied Health Professional Officer March 2014

The Who? Students CEOs Prof Bodies MY MUM/DAD Regulators New Qualified Senior Managers Clinical Staff all grades Board members Middle management Local & National Leaders Leaders can find expertise in a new market by connecting to local talent on the ground Leadership behaviours & rehabilitation

The What? NHS Change Model NHS Leadership Academy Matrix NHS Change Day 3rd March- social movement NHS change model – 8 components of change ( NHS Leadership Academy – 9 leadership dimensions with scale of 4 from essential/proficent/strong/exemplary NHS change day NHS Change Day is a frontline led movement; the largest of its kind, with a shared purpose of improving health and care. Our mission is to inspire and mobilise people everywhere, staff, patients and the public to something better together to improve care for people.   Leadership behaviours & rehabilitation

The Why? Creating added value beyond health and delivering excellent outcomes for people who use services, their families and carers Providing effective, efficient solutions to the challenges of delivering national policies within a reducing financial envelope Enabling the development of integrated teams across health and social care services to support continuous improvement Developing innovative new models of care and fully utilising innovation in health technology AHPs are a vital part of this paradigmatic shift. AHPs are expert in rehabilitation at the point of registration and bring a different perspective to the planning and delivery of services. They are uniquely placed to exploit their expertise in “enabling” approaches through providing rehabilitation/reablement approaches and leadership across health and social care as well as driving integrated approaches at the point of care. AHPs, with their expertise in enablement and rehabilitation, can bring a fresh perspective to the integration agenda. They need to be working as equal partners alongside their social work, nursing and medical director colleagues towards a common purpose of improving outcomes for people who use services, their families and carers through excellence in professional leadership and practice. In this way, they can exert influence and bring new thinking and solutions to the challenges of demographic change and sustainability and affordability of services, and to the delivery of more “enabling”, rehabilitation and intermediate care services. Leadership behaviours & rehabilitation

The Why continued AHPs can be pivotal in creating a paradigm shift away from professional dependency towards resilience and an asset-based approach that builds personal capabilities and community resilience. AHPs work across boundaries of health and social care, work in education, work in private and voluntary sector helping people to help themselves Leadership behaviours & rehabilitation

Finally Change is a threat if done TO people, but an opportunity if done BY them. Leadership helps people act on their dreams Rosabeth Moss Kanter Chair of Harvard Advance Leadership Leadership behaviours & rehabilitation